HomeMy WebLinkAbout2022.06.20 Council Special Meeting Packet
AGENDA
City Council Special Meeting
7:00 PM - Monday, June 20, 2022
City Council Chambers & GoToWebinar
Page
1. MEETING INSTRUCTIONS for REMOTE ACCESS - Individuals, who would
like to provide public comment remotely, may continue to do so by filling out
the online form via the City’s website (www.pasco-wa.gov/publiccomment) to
obtain access information to comment. Requests to comment in meetings
must be received by 4:00 p.m. on the day of this meeting.
To listen to the meeting via phone, call (631) 992-3211 and use access code
613-585-088.
City Council meetings are broadcast live on PSC-TV Channel 191 on
Charter/Spectrum Cable in Pasco and Richland and streamed at www.pasco-
wa.gov/psctvlive and on the City’s Facebook page at
www.facebook.com/cityofPasco.
2. CALL TO ORDER
3. ROLL CALL
(a) Pledge of Allegiance
4. CONSENT AGENDA - All items listed under the Consent Agenda are
considered to be routine by the City Council and will be enacted by roll call
vote as one motion (in the form listed below). There will be no separate
discussion of these items. If further discussion is desired by Council members
or the public, the item may be removed from the Consent Agenda to the
Regular Agenda and considered separately.
5 - 17 (a) Approval of Meeting Minutes
To approve the minutes of the Pasco City Council Regular Meeting and
Regular Workshop held on June 6, 2022 and June 13, 2022
respectively.
18 - 20 (b) Bills and Communications
Page 1 of 175
To approve claims in the total amount of $6,871,328.98 ($5,839,818.25
in Check Nos. 248854-249177; $66,769.46 in Electronic Transfer Nos.
836056, 836112, 836232; $12,788.04 in Check Nos. 53919 -53946;
$951,750.36 in Electronic Transfer Nos. 30175838-30176412; $202.87
in Electronic Transfer Nos. 882, 884).
To approve bad debt write-off for Utility Billing, Ambulance, Cemetery,
General Accounts, Miscellaneous Accounts, and Municipal Court (non -
criminal, criminal, and parking) accounts receivable in the total amount
of $386,217.51 and, of that amount, authorize $84,603.38 to be turned
over for collection.
(RC) MOTION: I move to approve the Consent Agenda as read.
5. PROCLAMATIONS AND ACKNOWLEDGEMENTS
6. VISITORS - OTHER THAN AGENDA ITEMS - This item is provided to allow
citizens the opportunity to bring items to the attention of the City Council or to
express an opinion on an issue. Its purpose is not to provide a venue for
debate or for the posing of questions with the expectation of an immediate
response. Some questions require consideration by Council over time and
after a deliberative process with input from a number of different sources;
some questions are best directed to staff members who have acces s to
specific information. Citizen comments will normally be limited to three
minutes each by the Mayor. Those with lengthy messages are invited to
summarize their comments and/or submit written information for
consideration by the Council outside of formal meetings.
7. REPORTS FROM COMMITTEES AND/OR OFFICERS
(a) Verbal Reports from Councilmembers
21 - 35 (b) General Fund Monthly Report - May 2022
8. HEARINGS AND COUNCIL ACTION ON ORDINANCES AND
RESOLUTIONS RELATING THERETO
36 - 69 (a) Public Hearing for Resolution Adopting 2023-2028 Six-Year
Transportation Improvement Plan
CONDUCT A PUBLIC HEARING
MOTION: I move to approved Resolution No. 4194, adopting the 2023-
2028 Six-Year Transportation Improvement Program for the City of
Pasco.
9. ORDINANCES AND RESOLUTIONS NOT RELATING TO HEARINGS
Page 2 of 175
10. UNFINISHED BUSINESS
11. NEW BUSINESS
70 - 171 (a) 2021 Fire Department Performance Report
172 - 173 (b) Cancel Regular City Council Meeting Scheduled for June 21, 2022
MOTION: I move to cancel the June 21, 2022 regular Council Meeting.
12. MISCELLANEOUS DISCUSSION
13. EXECUTIVE SESSION
14. ADJOURNMENT
15. ADDITIONAL NOTES
(a) (RC) Roll Call Vote Required
* Item not previously discussed
Q Quasi-Judicial Matter
MF# “Master File #....”
174 - 175 (b) Adopted 2020-2021 Council Goals (Reference Only)
(c) REMINDERS
• Monday, June 20, 6:00 PM: LEOFF Disability Board – City
Hall Conference Room 1, Pasco City Hall (MAYOR BLANCH
BARAJAS, Rep.; MAYOR PRO TEM CRAIG MALONEY, Alt.)
• Wednesday, June 22 7:30 AM: Visit Tri-Cities Board
Meeting – 7130 W. Grandridge Blvd., Kennewick
(COUNCILMEMBER ZAHRA ROACH, Rep.;
COUNCILMEMBER DAVID MILNE, Alt.)
• Thursday, June 23, 5:30 PM: Benton Franklin Community
Action Connections Board Meeting – 720 Court Street,
Pasco (COUNCILMEMBER ZAHRA ROACH, Rep.;
COUNCILMEMBER PETE SERRANO, Alt.)
• Monday, June 27, 4:00 PM: Hanford Area Economic
Investment Fund Advisory Committee Meeting – Ben
Franklin Transit Main Conference Room
(COUNCILMEMBER PETE SERRANO, Rep.)
This meeting is broadcast live on PSC-TV Channel 191 on
Charter/Spectrum Cable in Pasco and Richland and streamed at
www.pasco-wa.gov/psctvlive.
Audio equipment available for the hearing impaired; contact the
Clerk for assistance.
Page 3 of 175
Servicio de intérprete puede estar disponible con aviso. Por favor
avisa la Secretaria Municipal dos días antes para garantizar la
disponibilidad. (Spanish language interpreter service may be
provided upon request. Please provide two business day's notice
to the City Clerk to ensure availability.)
Page 4 of 175
AGENDA REPORT
FOR: City Council June 15, 2022
TO: Dave Zabell, City Manager City Council Special
Meeting: 6/20/22
FROM: Debra Barham, City Clerk
Administrative & Community Services
SUBJECT: Approval of Meeting Minutes
I. REFERENCE(S):
06.06.2022 & 06.13.2022 Draft Council Minutes
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
To approve the minutes of the Pasco City Council Regular Meeting and Regular
Workshop held on June 6, 2022 and June 13, 2022 respective ly.
III. FISCAL IMPACT:
None
IV. HISTORY AND FACTS BRIEF:
V. DISCUSSION:
Page 5 of 175
MINUTES
City Council Regular Meeting
7:00 PM - Monday, June 6, 2022
City Council Chambers & GoToWebinar
CALL TO ORDER
The meeting was called to order at 7:00 PM by Blanche Barajas, Mayor.
ROLL CALL
Councilmembers present: Blanche Barajas, Craig Maloney, Joseph Campos, Pete
Serrano, David Milne, and Zahra Roach
Councilmembers absent: None
Staff present: Dave Zabell, City Manager; Adam Lincoln, Deputy City Manager;
Colleen Chapin, Human Resources Director; Eric Ferguson, City Attorney; Bob
Gear, Fire Chief; Zach Ratkai, Administrative & Community Services Director; Ken
Roske, Police Chief; Richa Sigdel, Finance Director; Rick White, Community &
Economic Development Director; Steve Worley, Public Works Director; and Debby
Barham, City Clerk.
The meeting was opened with the Pledge of Allegiance.
CONSENT AGENDA
Approval of Meeting Minutes
To approve the minutes of the Pasco City Council Regular Meeting held on May
16, 2022, and, Special Meeting and Regular Workshop held on May 23, 2022.
Bills and Communications
To approve claims in the total amount of $4,572,929.93 ($2,832,909.72 in Check
Nos. 248486-248853; $785,846.15 in Electronic Transfer Nos. 835565-835600,
835648-835683, 835689-835757, 835759-835830, 835838-835973, 835979-
835982; $10,552.74 in Check Nos. 53909-53918; $943,621.32 in Electronic
Transfer Nos. 30175277-30175837).
Page 1 of 9Page 6 of 175
MOTION: Mayor Pro Tem Maloney moved, seconded by Councilmember
Serrano to approve the Consent Agenda as read.
RESULT: Motion carried unanimously 6-0
AYES: Mayor Barajas, Mayor Pro Tem Maloney,
Councilmember Campos, Councilmember Serrano,
Councilmember Milne, and Councilmember Roach
VISITORS - OTHER THAN AGENDA ITEMS
No one came forward.
REPORTS FROM COMMITTEES AND/OR OFFICERS
Verbal Reports from Councilmembers
Mayor Pro Tem Maloney commented on the recent barbeque celebration, held on
Saturday, June 4, 2022, thanking the City's many volunteers that he attended along
with Councilmembers Milne and Serrano. He also attended the PRIDE festival held
in Volunteer Park after the barbeque concluded.
Mr. Serrano, announced that Mr. Milne's birthday was on June 4th and he also
commented on the annual Memorial Day event held on May 30th at the City View
Cemetery.
Mr. Milne commented on the Habitat for Humanity celebration he attended recently.
Mayor Barajas attended the LIGO grand opening event on Friday, June 3rd, as well
as the Habitat for Humanity event where their 149th house was built in Pasco.
Lastly, she announced the Ochoa Middle School Mariachi Band concert scheduled
for Tuesday, June 8, 2022.
HAPO Center Energy Improvements Discussion
Mr. Zabell provided a brief history of the HAPO Center facility and an interlocal
agreement with Franklin County to support the economic development within that
corridor starting in 1994. Next, he introduced Keith Johnson, Franklin County
Administrator, who provided a report on the energy improvements needed to keep
the HAPO Center facility open.
Mr. Johnson identified a three-phase process to update the facility and equipment.
The first phase would include. lighting, roof, and parking lot lighting to LED lights
updates at an estimate cost of $6 million. He stated that the County plans on using
some of their ARPA funding but additional funding is needed and the Cou nty is
asking the City to contribute to the Center's Capital Improvement Project.
Council and Mr. Johnson continued discussing the HAPO Center's needs.
Page 2 of 9Page 7 of 175
Mr. Campos asked if HAPO Community Credit Union will be asked to provide
funding to the Capital Improvement Project.
Mayor Pro Tem Maloney asked if the Franklin County Commissioners have a
stance on the continued ownership of the HAPO Center facility. He expressed
support for Convention Centers stating they have significant impact on economic
development in the communities they are located in. He also expressed concern
about these types of issues not being presented to the HAPO Center Advisory
Board. From his view, the City has not been an equal partner in the operations of
the HAPO Center and now Franklin County is asking for a substantial funding
request to upgrade the facility that should have been planned for much earlier.
Mayor Pro Tem Maloney has asked for a list of deferred maintenance.
Mr. Serrano asked about the Requests for Proposals for two pads in front of the
Gesa Stadium and Mr. Ratkai responded. Mr. Serrano asked when Franklin County
completes its analysis of the HAPO Center, that he would like to see the front
loading costs, the continuing costs and what amount the Council is asking the City
to contribute and is it possible without dipping into the City's reserve.
Mr. Milne asked if there has been any work towards applying for grants to cover the
costs of the project.
Mr. Zabell stated that staff will meet with Franklin County staff and will keep Council
apprised as more information is made available.
HEARINGS AND COUNCIL ACTION ON ORDINANCES AND RESOLUTIONS
RELATING THERETO
Public Hearing and Ordinance - Lamb 5 LLC Annexation (ANX 2021-007)
Mayor Barajas declared the Public Hearing open to consider the proposed Lamb 5
LLC Annexation.
Mr. White provided a brief report on the proposed annexation.
Following three calls for comments, and there being none, Mayor Barajas declared
the Public Hearing closed.
MOTION: Mayor Pro Tem Maloney moved, seconded by Councilmember Roach
CONDUCT A PUBLIC HEARING
MOTION: I move to adopt Ordinance No. 4593, relating to annexation and
annexing certain real property to the City of Pasco, and further, authorize
publication by summary only.
RESULT: Motion carried unanimously 6-0
Page 3 of 9Page 8 of 175
AYES: Mayor Barajas, Mayor Pro Tem Maloney,
Councilmember Campos, Councilmember Serrano,
Councilmember Milne, and Councilmember Roach
Public Hearing - Barker Ranch Right-of-Way (ROW) Vacation (VAC 2022-002)
Mr. White provided a brief report on the proposed Barker Ranch Right -of-Way
(ROW) Vacation. He noted that staff recommends Council deny the ROW Vacation.
Mayor Barajas declared the Public Hearing open to consider the proposed Barker
Ranch ROW Vacation.
Mayor Pro Tem Maloney and Mr. Serrano asked for a clarifying question regarding
Burns Road as a planned arterial road.
Paul, Pro Made Homes/Infinity Homes of Washington representative, expressed
frustration in the ROW process and if the ROW is denied it will require him to have
the final plat redrawn.
Following three calls for comments, and there being none, Mayor Barajas declared
the Public Hearing closed.
Council and staff briefly discussed the ROW and the Vacation process.
MOTION: Mayor Pro Tem Maloney moved, seconded by Councilmember
Campos to deny the request for the vacation of a 10-foot right-of-way for Burns
Road established per Short Plat 2020-22.
RESULT: Motion carried by Roll Call vote 5-1
AYES: Mayor Barajas, Mayor Pro Tem Maloney,
Councilmember Campos, Councilmember Milne, and
Councilmember Roach
NAYS: Councilmember Serrano
Public Hearing - East Lewis Place ROW Vacation (VAC 2022 -003) Continue
Hearing to July 5, 2022
Mr. White provided a brief report on the proposed East Lewis Place Vacation.
Mr. Maloney commented on the continuation of the public hearing of East Lewis
Place Vacation.
Mayor Barajas opened the Public Hearing for the East Lewis Place Vacation to
continue it to the July 5, 2021.
Page 4 of 9Page 9 of 175
Mr. Steve Bauman, Franklin County resident and vacation applicant, asked why the
hearing is continued and Mr. White explained the need for a new survey before
moving forward on the request.
MOTION: Mayor Pro Tem Maloney moved, seconded by Councilmember Roach
to continue the public hearing for the East Lewis Place Right -of-Way Vacation
(VAC 2022-003) to the July 5, 2022, Council meeting.
RESULT: Motion carried unanimously 4-0
AYES: Mayor Barajas, Mayor Pro Tem Maloney,
Councilmember Campos, and Councilmember Roach
ABSTAIN: Councilmember Serrano and Councilmember Milne
ORDINANCES AND RESOLUTIONS NOT RELATING TO HEARINGS
Q Ordinance - Lamb 5 LLC Zoning Determination of Annexed Property (ZD
2021-007)
Mr. White provided a brief overview of the proposed zoning determination for the
annexed property.
Mayor Barajas announced that the zoning determination was a quasi-judicial action
and asked Mr. Ferguson to explain the procedure for quasi-judicial items.
Mr. Ferguson read the quasi-judicial procedure including how the Appearance of
Fairness Doctrine applies to it. Next, he asked all Councilmembers a series of
questions associated with potential conflicts of interest to disclose such potential
conflicts or appearance of conflicts. With no response from the Councilmembers,
he asked if any members of the public were seeking to disqualify a member of
Council from participating in the proceedings. No one came forward.
MOTION: Mayor Pro Tem Maloney moved, seconded by Councilmember
Serrano to adopt Ordinance No. 4594, assigning zoning to the Lamb 5 LLC
annexation area as recommended by the Hearing Examiner, and further,
authorize publication by summary only.
RESULT: Motion carried unanimously 6-0
AYES: Mayor Barajas, Mayor Pro Tem Maloney,
Councilmember Campos, Councilmember Serrano,
Councilmember Milne, and Councilmember Roach
*Resolution - Lease Agreement with Group Health Foundation for Use of City
Facilities
Mr. Ratkai provided a brief report on the lease for City facilities with Group Health
Foundation and requested that Council ratify the lease.
Council and staff briefly discussed the uses of the lease property.
Page 5 of 9Page 10 of 175
MOTION: Mayor Pro Tem Maloney moved, seconded by Councilmember
Campos to approve Resolution No. 4190, with Group Health Foundation for the
Use of City Facilities located at 403 West Lewis Street.
RESULT: Motion carried unanimously 6-0
AYES: Mayor Pro Tem Maloney, Mayor Barajas,
Councilmember Campos, Councilmember Serrano,
Councilmember Milne, and Councilmember Roach
*Resolution - Change Order No. 1 to the Design Build of America Phase 1
Agreement for the Zone 3 Water Storage Reservoir Project
Mr. Worley introduced Capital Improvements Project Manager Maria Serra who
provided a brief report on the proposed Change Order No. 1 for the Zone 3 Water
Storage Reservoir Project, Phase 1.
Council and staff further discussed the proposed Change Order.
MOTION: Mayor Pro Tem Maloney moved, seconded by Councilmember Roach
to approve Resolution No. 4191, authorizing the City Manager to execute
Change Order No. 1 to the Design Build Institute of America Phase 1 Agreement
with T Bailey, Inc. for the Progressive Design-Build services for the Zone 3 Water
Storage Reservoir project.
RESULT: Motion carried unanimously 6-0
AYES: Mayor Barajas, Mayor Pro Tem Maloney,
Councilmember Campos, Councilmember Serrano,
Councilmember Milne, and Councilmember Roach
*Resolution - Acceptance of Work for Chapel Hill Park Project, Renamed
Palomino Park
Mr. Ratkai provided a brief report on the completion of Palomino Park.
MOTION: Mayor Pro Tem Maloney moved, seconded by Councilmember Milne
to approve Resolution No. 4192, accepting work performed by Total Site
Services, under contract for Chapel Hill Boulevard Park Project, currently known
as Palomino Park.
RESULT: Motion carried unanimously 6-0
AYES: Mayor Barajas, Mayor Pro Tem Maloney,
Councilmember Campos, Councilmember Serrano,
Councilmember Milne, and Councilmember Roach
*Resolution - Ratify Emergency Order Related to COVID-19 and Conducting
Public Meetings
Page 6 of 9Page 11 of 175
Mr. Zabell provided a brief report on the purpose of the Emergency Order related
to conducting public meetings within the City of Pasco.
Council asked a few clarification questions regarding the extension of this
Emergency Order in which Mr. Ferguson explained that it allows time for Council to
review and institute the new laws under the Open Public Meetings Act (OPMA).
MOTION: Mayor Pro Tem Maloney moved, seconded by Councilmember
Serrano to approve Resolution No. 4193, ratifying Emergency Order No. 2020 -
006.2, relating to conducting public meetings.
RESULT: Motion carried unanimously 6-0
AYES: Mayor Barajas, Mayor Pro Tem Maloney,
Councilmember Campos, Councilmember Serrano,
Councilmember Milne, and Councilmember Roach
UNFINISHED BUSINESS
Utility Extension in the Unincorporated Islands & Urban Growth Area (UGA)
Discussion
Mr. White provided a brief report regarding continued discussion regarding utility
extensions in the unincorporated Islands and in the UGA.
Mayor Pro Tem Maloney and Mr. Serrano asked questions regarding the utility
extensions in general and specific to the Spenser Estates 4 development.
Caleb Stromstad, Principal Engineer with Aqtera Engineering, explained the
request for connection for City potable water and the deve lopment will change the
lots from one-acre lots to 1/2 acre lots if City water is connected.
After continued discussion, Council concurred that it was reasonable to extend
potable water to Spenser Estates 4 for the development of 1/2 -acre lots and asked
City Manager Zabell to complete the negotiations with Mr. Stromstad.
NEW BUSINESS
*2023-2028 Six-Year Transportation Improvement Plan
City Engineer Dan Ford who introduced Jessica Brackin the City's new Long Range
Project Coordinator. Ms. Brackin provided a brief report on the proposed 2023 -2028
Transportation Improvement Plan (TIP).
Council and staff discussion ensued regarding the TIP and what projects should be
relayed to the Good Roads group, the association of the TIP and Comprehensive
Improvement Program (CIP), summery of the status of TIP projects from the prior
TIP.
Page 7 of 9Page 12 of 175
RECESS:
Mayor Barajas declared a five-minute recess at 9:17 PM.
*Council Appointment Process for Council Position No. 3, Voting District No.
3
Mr. Zabell provided a tentative timeline for the vacancy for Council Position No. 3
due to the recent resignation of Ms. Torres.
Council discussed and approved the timeline.
MISCELLANEOUS DISCUSSION
Mr. Zabell announced that the Mayor and Mayor Pro Tem were registered for the AWC
Conference and if any other Councilmembers were interested in attending the
conference to contact staff as soon as possible.
Mr. Ratkai stated the City received a $1,500 grant from Legends Casino for STEM
programing for Pasco youth. He also provided an update on the status of the design of
the new Tri-Cities Animal Control facility with a tentative ground breaking date of
November 1, 2022, for the construction of the new fac ility.
Mayor Barajas announced a completion of the 150th Habitat for Humanity house is
schedule for Saturday, June 11, 2022.
EXECUTIVE SESSION
Discussion with Legal Counsel About Current or Potential Litigation per RCW
42.30.110(1)(i) (30 minutes)
Council adjourned into Executive Session at 9:35 PM for 20 minutes to discuss with
legal counsel about current or potential litigation per RCW 42.30.110(1)(i) and
complain or charges brought against a public officer or employee per RCW
42.30.110(1)(f) with the City Manager, Deputy City Manager and the City Attorney.
At 9:54 PM Mayor Barajas announced that the Executive Session would continue
for another five minutes.
At 10:00 PM Mayor Barajas announced that the Executive Session would continue
for another five minutes.
At 10:06 PM Mayor Barajas announced that the Executive Session would continue
for another five minutes.
At 10:11 PM Mayor Barajas announced that the Executive Session would continue
for another five minutes.
Page 8 of 9Page 13 of 175
Mayor Barajas called the meeting back to order at 10:16 PM.
ADJOURNMENT
There being no further business, the meeting was adjourned at 10:16 PM.
PASSED and APPROVED this ____ day of ________________, 20__.
APPROVED: ATTEST:
Blanche Barajas, Mayor Debra Barham, City Clerk
Page 9 of 9Page 14 of 175
MINUTES
City Council Workshop Meeting
7:00 PM - Monday, June 13, 2022
City Council Chambers & GoToWebinar
CALL TO ORDER
The meeting was called to order at 7:00 PM by Blanche Barajas, Mayor.
ROLL CALL
Councilmembers present: Blanche Barajas, Craig Maloney, Joseph Campos, Pete
Serrano, David Milne, and Zahra Roach
Councilmembers absent: None
Staff present: Dave Zabell, City Manager; Adam Lincoln, Deputy City Manager;
Colleen Chapin, Human Resources Director; Eric Ferguson, City Attorney; Bob
Gear, Fire Chief; Zach Ratkai, Administrative & Community Services Director; Ken
Roske, Police Chief; Richa Sigdel, Finance Director; Rick White, Community &
Economic Development Director; Steve Worley, Public Works Director; and Debby
Barham, City Clerk.
The meeting was opened with the Pledge of Allegiance.
VERBAL REPORTS FROM COUNCILMEMBERS
Mr. Campos reported on a Ben Franklin Transit Board meeting he recently attended.
Mayor Pro Tem Maloney reported on the Tri-Cities Regional Public Facilities District
meeting that he and Mr. Campos attended recently.
Mayor Barajas announced that she was recently appointed to the Association of
Washington Cities (AWC) Large Cities Advisory Committee. She also commented on a
recent Ochoa Middle School event she attended.
ITEMS FOR DISCUSSION
Ordinance - Amendments to Pasco Municipal Code Chapter 13.80 Stormwater
Page 1 of 3Page 15 of 175
Mr. Worley introduced the City's new Environmental Compliance Coordinator,
Michael Henao, who provided a brief report on the proposed stormwater
amendments to the Pasco Municipal Code (PMC) related to conditionally allowable
and allowable stormwater discharges.
Mr. Serrano and Mayor Pro Tem Maloney expressed concern about the
Department of Ecology conditional permits, as well as unfunded mandates placed
on municipalities and citizens by the Washington State law for conditionally
allowable stormwater discharges.
Staff will provide additional background information regarding the mandate to
Council.
Latecomer Agreements Discussion
Mr. Ferguson provided a brief overview of the status of the City's Latecomer
Agreements, the purpose and law for such agreements. He noted that a number of
Latecomer Agreements will be forthcoming to Council for final action.
Mr. Serrano asked for the number of Latecomer Agreements coming to Council and
staff stated that six will be coming back at the next business meeting and there are
another six or more that will be coming forward for final action in the next few
months.
AskPasco App Presentation
Communications Program Manager Funfar provided an update on the "AskPasco"
application (AskPasco App), which is a resident engagement tool to interact with
the City.
Council and staff discussion continued to regarding the different aspects of the
AskPasco App.
MISCELLANEOUS COUNCIL DISCUSSION
Mayor Barajas invited registered voters, living in Council Voting District No. 3, to apply
for the Council Position No. 3. The applications will be accepted through Monday, June
27, 2022, by 5:00 PM.
Ms. Roach announced the Juneteenth Pageant is scheduled on Friday, June 17, 2022,
at Chiawana High School. She asked for a status of the SSB-6429 related to providing
a designation on a state driver's license or identicard stating that a person has a
development disability. Lastly, she announced that the Department of Commerce has
issued a $3.5M grant for Arts & Culture events and she will forward the details on to
City staff.
Mr. Zabell announced that the City of partnering with Juneteenth organizers for the
Saturday's (June 18th) Juneteenth celebration for a fun day at Kurtzman's Park.
Page 2 of 3Page 16 of 175
EXECUTIVE SESSION
Council adjourned into Executive Session at 8:46 PM for 20 minutes to discuss with
legal counsel about current or potential litigation per RCW 42.30.110(1)(i) and
discuss the performance of a public emp loyee per RCW 42.30.110(1)(g) with the
City Manager, Deputy City Manager and the City Attorney.
Mayor Barajas called the meeting back to order at 8:06 PM.
ADJOURNMENT
There being no further business, the meeting was adjourned at 8:06 PM.
PASSED and APPROVED this __ day of ________________, 20__.
APPROVED: ATTEST:
Blanche Barajas, Mayor Debra Barham, City Clerk
Page 3 of 3Page 17 of 175
AGENDA REPORT
FOR: City Council June 16, 2022
TO: Dave Zabell, City Manager City Council Special
Meeting: 6/20/22
FROM: Richa Sigdel, Finance Director
Finance
SUBJECT: Bills and Communications
I. REFERENCE(S):
Accounts Payable 06.20.22
Bad Debt Write-off/Collection for May 2022
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
To approve claims in the total amount of $6,871,328.98 ($5,839,818.25 in Check
Nos. 248854-249177; $66,769.46 in Electronic Transfer Nos. 836056, 836112,
836232; $12,788.04 in Check Nos. 53919-53946; $951,750.36 in Electronic
Transfer Nos. 30175838-30176412; $202.87 in Electronic Transfer Nos. 882,
884).
To approve bad debt write-off for Utility Billing, Ambulance, Cemetery, General
Accounts, Miscellaneous Accounts, and Municipal Court (non-criminal, criminal,
and parking) accounts receivable in the total amount of $386,217.51 and, of that
amount, authorize $84,603.38 to be turned over for collection.
III. FISCAL IMPACT:
IV. HISTORY AND FACTS BRIEF:
V. DISCUSSION:
Page 18 of 175
REPORTING PERIOD:
June 20, 2022
Claims Bank Payroll Bank Gen'l Bank Electronic Bank Combined
Check Numbers 248854-249177 53919-53946
Total Check Amount $5,839,818.25 $12,788.04 Total Checks 5,852,606.29$
Electronic Transfer Numbers 836056 30175838-30176412 882
836112 884
836232
Total EFT Amount $66,769.46 $951,750.36 $202.87 $0.00 Total EFTs 1,018,722.69$
Grand Total 6,871,328.98$
Councilmember
608,488.41
47,778.42
9,742.61
575.00
1,688.58
52,057.17
1,358.36
11,034.19
7,697.94
619.32
1,574.88
0.00
245.15
15,549.27
13,541.67
0.00
13,393.09
109.27
948,179.39
3,948,382.79
99,535.07
14,592.67
32,341.14
58,250.52
6,518.94
978,075.13
GRAND TOTAL ALL FUNDS:6,871,328.98$
The City Council
June 2 - June 15, 2022
C I T Y O F P A S C O
Council Meeting of:
Accounts Payable Approved
City of Pasco, Franklin County, Washington
We, the undersigned, do hereby certify under penalty of perjury the materials have been furnished, the services rendered or the labor performed as described
herein and the claim is a just, due and unpaid obligation against the city and we are authorized to authenticate and certify to such claim.
Dave Zabell, City Manager Darcy Buckley, Finance Manager
We, the undersigned City Councilmembers of the City Council of the City of Pasco, Franklin County, Washington, do hereby certify on this
20th day of June, 2022 that the merchandise or services hereinafter specified have been received and are approved for payment:
Councilmember
SUMMARY OF CLAIMS BY FUND:
GENERAL FUND
STREET
SCHOOL IMPACT FEES
C.D. BLOCK GRANT
HOME CONSORTIUM GRANT
MARTIN LUTHER KING COMMUNITY CENTER
AMBULANCE SERVICE
ARPA
CEMETERY
ATHLETIC PROGRAMS
SENIOR CENTER OPERATING
MULTI-MODAL FACILITY
EQUIPMENT RENTAL - OPERATING GOVERNMENTAL
RIVERSHORE TRAIL & MARINA MAIN
REVOLVING ABATEMENT
TRAC DEVELOPMENT & OPERATING
PARKS
ECONOMIC DEVELOPMENT
STADIUM/CONVENTION CENTER
GENERAL CAP PROJECT CONSTRUCTION
UTILITY, WATER/SEWER
PAYROLL CLEARING
EQUIPMENT RENTAL - OPERATING BUSINESS
EQUIPMENT RENTAL - REPLACEMENT GOVERNMENTAL
MEDICAL/DENTAL INSURANCE
FLEX
Page 19 of 175
BAD DEBT WRITE-OFF/COLLECTION
May 1 – May 31, 2022
1. UTILITY BILLING - These are all inactive accounts, 60 days or older. Direct write-offs under
$20 with no current forwarding address or are accounts in "occupant" status. Accounts
submitted for collection exceed $20.00.
2. AMBULANCE - These are all delinquent accounts over 90 days past due or statements are
returned with no forwarding address. Those submitted for collection exceed $10.00. Direct
write off including DSHS and Medicare customers; the law requires that the City accept
assignment in these cases.
3. COURT ACCOUNTS RECEIVABLE - These are all delinquent non-criminal and criminal
fines, and parking violations over 30 days past due.
4. CODE ENFORCEMENT – LIENS - These are Code Enforcement violation penalties which
are either un-collectable or have been assigned for collections because the property owner has
not complied or paid the fine. There are still liens in place on these amounts which will
continue to be in effect until the property is brought into compliance and the debt associated
with these liens are paid.
5. CEMETERY - These are delinquent accounts over 120 days past due or statements are returned
with no forwarding address. Those submitted for collection exceed $10.00.
6. GENERAL - These are delinquent accounts over 120 days past due or statements are returned
with no forwarding address. Those submitted for collection exceed $10.00.
7. MISCELLANEOUS - These are delinquent accounts over 120 days past due or statements are
returned with no forwarding address. Those submitted for collection exceed $10.00.
Direct
Write-off
Referred to
Collection
Total
Write-off
Utility Billing $ 28.31 0.00 28.31
Ambulance $ 301,585.82 84,603.38 386,189.20
Court A/R $ .00 .00 .00
Code Enforcement $ .00 .00 .00
Cemetery $ .00 .00 .00
General $ .00 .00 .00
Miscellaneous $ .00 .00 .00
TOTAL: $ 301,614.13 84,603.38 386,217.51
Page 20 of 175
AGENDA REPORT
FOR: City Council February 18, 2022
TO: Dave Zabell, City Manager City Council Special
Meeting: 6/20/22
FROM: Richa Sigdel, Finance Director
Finance
SUBJECT: General Fund Monthly Report - May 2022
I. REFERENCE(S):
General Fund Report
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
N/A
III. FISCAL IMPACT:
N/A
IV. HISTORY AND FACTS BRIEF:
Attached is the monthly General Fund financial update through May 2022, the
City's major fund. The administration provides quarterly reports to Council for
other non-major funds. In the past, staff has provided General Fund report 2 -3
months in arrears due to the timing of receipt of various taxes. However, with the
change in format to include staff projections eliminates the need to wait until
taxes are receipted. Moving forward, this change will allow the General Fund
report to be provided immediately following the month, barring operational
constraints.
V. DISCUSSION:
Please view the attached report for more details and visit the Financial
Dashboard(current data as of June 14th).
Attached to this agenda report is a list of contracts over $100,000 and under
$300,000 executed administratively between the month of Janua ry to May.
Donations made to the City during the same period are included in the report as
Page 21 of 175
well. Allocations and activity within American Rescue Plan Act (ARPA) funds are
also attached for review; staff will update Council on ARPA activities and pending
projects at an upcoming workshop.
Page 22 of 175
May 2022
Monthly
General Fund
Report
Prepared by Richa Sigdel, Finance Director
Page 23 of 175
Permit Type 2021 Count 2021 Permit
Value 2022 Count 2022 Permit
Value
Commercial 169
49,551,735 212
56,958,486
Industrial 6
14,219,865 30
6,777,875
Mobile Homes 4
191,500 3
245,000
Residential 998
64,862,237 906
59,580,390
Total 1177
128,825,337 1151
123,561,751
Overview
The intent of this report is to provide an overview of activity in the City's General Fund through
May 31, 2022.
Monthly Financial Report / Page 2
There are various economic
factors that impact the
community's economic health
and subsequently the vitality of
the General Fund. One such
factor is permit activity; it
demonstrates not only the
growth and attractiveness of
the community but also
increased revenue in building-
related sales tax revenue.
The table above reflects month-to-date activity for the years 2021 and 2022. Permitted values
are in line with prior year activity during this period. Permit valuation at the end of 2021 was
$576 million. Depending on the timing of the permit issuance for some large industrial and
commercial businesses, the City could meet or exceed 2021 activity.
An increase in commercial activity bodes well for the city. This means an increased economic
base to generate higher sales taxes. In the past, City of Pasco resident has spent their income
outside of the community, resulting in the City losing out on significant sales tax revenue.
Finally, the number of active business licenses at the end of the month was 4,854 an increase of
136 from the beginning of this year. It is important to note that due to the pandemic, there has
been a significant shift in operations for the City and the Department of Revenue (DOR). Both
entities have not been pursuing delinquent business licenses and this number could change as
the normal process is resumed.
Month to Date
Page 24 of 175
The sales tax rate for the City of Pasco residents is 8.7%.
The City government receives a share of Regular and
Optional sales tax (1%), Criminal Justice (0.1%), and Public
Safety (0.3%). Taxes that make up the majority of the 8.7%
rate are distributed to the State and to Franklin County.
The City receives 85% of the 1% Regular and Optional sales
tax. Criminal Justice and Public Safety sales tax is
distributed to the City by Franklin County based on
different distribution methods prescribed by State of
Washington laws and weighted by population.
Growth in the commercial base of the City is providing
residents the opportunity to spend their income within the
community, resulting in City's ability to provide services at
affordable rates in the future. Similarly, in a landmark case
known as South Dakota v. Wayfair, Supreme Court decided
that retail businesses no longer had to have a physical
presence in a state to be potentially liable to collect state
sales taxes. The enactment of this law coupled with
increased online purchasing has helped the City meet and
exceed its revenue goals.
The City also benefitted from construction sales tax
generated from major permitting activities, especially
construction by large commercial and industrial partners.
These taxes are one-time in nature but the City anticipates
more of these projects to help increase its sales tax base for
the next 2-4 years.
Sales Tax
Monthly Financial Report / Page 3 Page 25 of 175
The City charges 8.5% on utilities like electric, water, sewer,
natural gas, telephone, industrial, garbage, reuse facility, and
stormwater services.
The adjoining graph shows the activity in utility taxes over the last
four years and revenue received as of May 31st, 2022. Utility tax
is expected to meet the set budget of $23.9 million. Utility taxes
are reliant upon weather and energy-efficient technology. This
category does not always grow with population growth. Utility tax
makes up the third-largest tax revenue for the General Fund.
Utility Tax
Monthly Financial Report / Page 4
Sales Tax
Regular and Optional Sales Tax
The sales tax for 2021 at $18.6 million, an increase of 24% over the prior year. Staff is
estimating close to $20 million in sales taxes for 2022. There is a two-month delay in the
distribution of sales tax from the time of the purchase. The impact of inflation remains to be
seen on this revenue. In the short term increase in the cost of goods increases the
corresponding tax revenue, however, the reduced discretionary income of our residents will
negatively impact the economic activity in the long term. Staff estimates include close to $2.6
million in one-time sales from construction sales taxes. The graph above shows the significant
growth in sales taxes over the last four years. To see the breakdown of sales taxes by industry
please visit Financial Dashboard.
Public Safety and Criminal Justice Sales Tax
Public Safety and Criminal Justice sales tax follow the same trend as Regular and Optional
sales tax. However, these taxes are allocated to cities on a per capita basis and changes in
population pattern could affect the City's portion. Staff projects $4.1 million in sales for the
year 2022.
Page 26 of 175
Category
Name
Approved
Budget
2022
Adjustment Actual % Received
Taxes
Retail Sales Tax 31,602,922 7,000,000 23,971,056 62%
Utility Tax 23,947,157 0 15,519,208 65%
General Property Tax 23,554,637 0 17,553,531 75%
Retail Sales Tax - Public Safety &
Criminal Justice 6,712,824 1,574,000 5,354,897 65%
Other Tax 2,342,780 0 1,876,875 80%
Licenses & Permits 5,806,781 1,350,000 4,972,776 69%
Intergovernmental 16,498,204 10,600 7,595,758 46%
Charges for Goods and Services 17,898,565 0 10,957,283 61%
Fine and Penalties 2,066,354 0 1,316,686 64%
Miscellaneous 4,591,272 0 1,285,403 28%
Debt Principal 586,528 0 784,801 134%
Transfers and Subsidy 1,269,762 0 803,848 63%
Total 136,877,786 9,934,600 91,992,121 63%
Revenue
As of May month-end, the elapsed time is 70%. Revenue receipt for the same period is 63%.
While the actual receipt is less than the targeted amount, this is mainly due to the proposed
adjustment of the budget by staff, the timing of receipt of taxes, the anticipated construction
schedule for receipt of construction sales taxes, as well as the sale of assets. Staff anticipates
all budgeted revenue to be received, by the end of the year. Staff has increased the estimated
amount for sales taxes to match the estimates made in the Retail Sales Tax and Licenses &
Permits category above and will bring the updates to Council during the supplemental budget
process. As more information becomes available, staff anticipate continued adjustments to
the budget for the categories.
Intergovernmental funds are mainly related to grants and do not follow a linear spending
trajectory. General Fund provides subsidies and transfers to other funds or fund capital
projects. Miscellaneous revenue is mainly under target due to the timing of an anticipated sale
of assets. All categories are expected to be within budget.
Monthly Financial Report / Page 5 Page 27 of 175
Category
Name Budget 2022
Adjustment Actual % Spent
Transfers and Subsidy 26,481,405 0 21,912,940 83%
Salaries and Wages 52,299,010 9,600 33,372,454 64%
Personnel Benefits 17,863,243 0 11,574,107 65%
Supplies 4,988,649 1,000 2,588,012 52%
Services 36,693,397 357,700 26,426,488 71%
Capital Outlays 4,670,805 59,300 345,247 7%
Debt Principal 4,970,273 0 4,113,923 83%
Debt Interest 2,095,250 0 1,065,872 51%
Total 150,062,032 427,600 101,399,044 67%
Expenses
As of May month-end, the elapsed time is 67%. The spending rate for the same period is 70%.
Transfers and Subsidy category is at a higher than the target spent rate due to the large
transfer of $12 million authorized by the Council to the Economic Development Fund for the
purchase of land. The Debt Principal category is also higher than anticipated due to
investment in Local Improvement District 151. Salaries and Wages are lower than the target
spent rate due to vacancies as well as the timing of vacation/holiday cash out typically done in
July and December. The Capital Outlay budget is largely land purchases and improvements.
No variance is expected at this time. To view greater details of the City's budget performance
please visit Financial Dashboard
Monthly Financial Report / Page 6 Page 28 of 175
Monthly Financial Report / Page 7
Capital
Projects
M A J O R P R O J E C T S I N P R O G R E S S
General Fund funds capital projects on a
regular basis. The fund also retains all
Limited Tax General Obligation bonds
proceeds and transfers those proceeds to
General Construction Fund as needed
per the accounting standards.
Fire Station 87 - Land purchase for future
Fire Station 87 site. $0.3 million budget for
2021-2022 biennium.
Fire Station 85 - Design and site work for
future Fire Station 85 site. $0.5 million
budget for 2021-2022 biennium. Staff is
planning to request additional funding to
complete site work not previously budgeted.
Peanuts Park Restoration - Restoration of the
Peanuts Park at the heart of Pasco's
downtown. $1.2 million is budgeted from
General Fund for 2021-2022. This project
was completed early this year within the
allocated budget.
Wayfinding and Signage - Implementation of
2018 Tri-Cities Visitor and Convention
Bureau conceptual plan for regionally
coordinated wayfinding signage. $0.4 million
budget for 2021-2022.
Page 29 of 175
Annual Financial Report / Page 8
Financial
Outlook
With just 2022 inflow and outflow of funds,
General Fund was projected to have a net
deficit of $13-18 million. However, the
timing of the construction activity of large
commercial and industrial projects will
impact the resulting permitting and
construction sales tax revenue and reduce
this anticipated deficit to $3-8 million. Any
deficit is an area of concern; however, the
variance is covered by reserves that include
prior years' surpluses and LTGO Bond
proceeds. The General Fund reserve at the
end of the year is $30 million, which includes
$7 million in funds restricted for specific
purposes.
The City's long-term strategy is to build
reserves over the years to fund capital projects
and make large purchases. This fund might
have to fund upcoming capital projects like the
Community Center, Public Safety facilities,
and additional staff to meet the needs of a
rapidly growing city. Reserves currently exist
to withstand this deficit.
We anticipate growth in the City's revenue
streams through one-time and increased
economic base to assist the City in growing the
reserves faster in the future.
P A N D E M I C I M P A C T S H A V E
B E E N M U C H L E S S S E V E R E
T H A N A N T I C I P A T E D .
S T R O N G C O M M E R C I A L A N D
I N D U S T R I A L
C O N S T R U C T I O N A N D
E C O N O M I C A C T I V I T Y H A V E
H E L P E D . H I G H D E M A N D
F O R C A P I T A L P R O J E C T S ,
I N F L A T I O N , S T A F F I N G W I L L
R E Q U I R E C A R E F U L
P R I O R I T I Z A T I O N A N D
M O N I T O R I N G .
The City continues robust planning efforts
to identify long-term needs and means to
fund them with the least impact on the
community. Continuous effort to get
appropriations, grants, low-interest loans,
and revision of rates for major services will
be critical for the good financial health of
the City.
Page 30 of 175
M O N T H L Y F I N A N C I A L R E P O R T / P A G E 9
Our Finance Team
Meet the dedicated team members of our finance department
Annual Food Drive
Page 31 of 175
Recipient Contract Type DescriptionContract Amount Amendment Contract Total RH2 Engineering, Inc. PSA Process Water Reuse Facility Engineering Report Update 199,739 199,739 DKS Associates, Inc. PSA PASCO SR 12 AND A STREET/TANK FARM FEASIBILTY STUDY AND GRANT APPLICATION 134,544 134,544 GSI Water Solutions, Inc. PSA Irrigation Well Capacity Upgrades156,606 156,606 RH2 Engineering, Inc. PSA Northwest Irrigation System Upgrade295,662 295,662 HLA Engineering & Land Surveying, Inc. LAG Agreement - Oregon Ave (SR397) Overlay293,747 293,747 HLA Engineering & Land Surveying, Inc. LAG Agreement - Court Street Overlay (Road 44 to Road 68)220,260 220,260 ALSC Architects PSA Architecture Design Services for Public Works Operations and Maintenance Facility 269,349 269,349 - - City of Pasco Monthly Tracking Report of Contracts/Purchases Over 100k and Under 300kPage 32 of 175
City of Pasco DonationsDonated By Donation Type DescriptionValueSecond HarvestFood Items After School Program100 Dorian PhotographyCashYouth Softball -Old28 Second HarvestFood Items After School Program100 Second HarvestFood Items After School Program100 Second Harvest Food Items After School Program100 Rolling Hills Chorus Cash GO4 Family Bike Ride350 Second Harvest Food Items After School Program100 Second Harvest Food Items After School Program100 Second Harvest Food Items After School Program100 Second Harvest Food Items After School Program100 STCU Cash Winterfest Sponsorship10,000 Second Harvest Food Items After School Program100 Second Harvest Food Items After School Program100 Second Harvest Food Items After School Program100 Second Harvest Food Items After School Program100 Dorian Photography CashYouth Basketball383 Page 33 of 175
Approved ARPA ProjectsProject CodeProject Title AgencyCompletion StatusAuthorized amountActual to-dateProjected Program AllocationUnallocated Suggested By21-289 Business Assistance Chamber of Commerce Completed $2,970,000 $1,952,105 $1,952,105 $1,017,895 Council21-285 Utility Assistance Franklin PUD/City of Pasco Completed $1,050,000 $1,081,277 $1,081,277 $0 Council- Utility Assistance BDI Ongoing $110,000 $30,881 $110,000 $0 Council21-299 Community Resource Specialist City of Pasco Ongoing $450,000 $34,395 $450,000 $0 Council21-238 Project: Zone 3 Transmission Project City of Pasco Ongoing $3,000,000 $119,177 $3,000,000 $0 Council16-008Project: West Pasco Water Treatment Plant Expansion - Phase 1City of Pasco Ongoing $6,000,000 $875,805 $6,000,000 $0 Staff- Community Vaccination ClinicsTri-Cities Hispanic Chamber of CommerceRemoved, agency aqcuired different funding for program$50,000$0$0$0Staff$12,593,382Page 34 of 175
Pending ARPA Projects $5,100,000 $21,600Project CodeProject Name Project Summary AgencyStaff Recommended ARPA AllocationEstimated Total Project CostActual-to-Date Expenses21-314 Martin Luther King Center ConstructionFunding for the design and reconstruction of community center.City of Pasco $2,500,000 $6,500,000 $0Business Improvement - Phase I (Outdoor Seating)Support outdoor dining with program to supply required fencing, tables/chairs, or other equipment.City of Pasco $100,000 $100,000 $0-Business Improvement - Phase II(Building Improvements)In late 2021, City staff contracted with a 3rd party fire safety engineer for a voluntary assessment of downtown businesses. Five businesses opted to complete the assessment process; the final report is pending. Staff is awaiting further direction from Treasury on use of ARPA funds for private business building improvements.City of PascoNeed Treasury guidanceNeed Treasury guidance$21,600- Regional Mental HealthFunding to support ongoing regional efforts to improve behavioral health services and facilitiesCity of Pasco/ Regional Partners $2,000,000 TBD $0- Boys & Girls Club BuildingThis City property is used to provide education and childcare services. City staff completed a site evaluation with the tenant (Boys & Girls Club) and identify improvements for safety, security and longevity/expansion of facility and services. Boys & Girls Club/City of Pasco $500,000 $1,540,000 $0HAPO Center ImprovementsFranklin County completed a facility assessment to determine improvements for the longevity of the HAPO Center. Phase I improvements were identified as: HVAC controls and electrical renovations for the Expo Center, Atrium & meeting rooms; internal/external lighting upgrades; and roof repair/refurbishment and snow guards.City of Pasco/Franklin County Undetermined $5.6-$7.2 million $0
Page 35 of 175
AGENDA REPORT
FOR: City Council June 15, 2022
TO: Dave Zabell, City Manager City Council Special
Meeting: 6/20/22
FROM: Rick White, Director
Community & Economic Development
SUBJECT: Public Hearing for Resolution Adopting 2023-2028 Six-Year
Transportation Improvement Plan
I. REFERENCE(S):
Proposed Resolution
2023-2028 Six-Year Transportation Improvement Plan
Project Maps & Descriptions
PowerPoint Presentation
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
CONDUCT A PUBLIC HEARING
MOTION: I move to approved Resolution No. ____, adopting the 2023-2028 Six-
Year Transportation Improvement Program for the City of Pasco.
III. FISCAL IMPACT:
None
IV. HISTORY AND FACTS BRIEF:
The 6-year Transportation Improvement Plan (TIP) guides the development,
design, and construction of local and regional transportation improvements and
was presented to Council at the June 6, 2022 Regular Meeting. Council
discussion included general questions relating to the projects.
A summary of the changes changes to this year's TIP from last year was
requested by Council and is provided herein.
Once adopted, the updated Six-Year TIP will be submitted to the Washington
State Secretary of Transportation within 30 days as required by RCW 35.77.010.
Page 36 of 175
V. DISCUSSION:
The following changes were made to the Transportation Improvement Plan since
the Council presentation on June 6th, 2022:
• 3.18 - US 12/Tank Farm Rd Connection - The project scope was revised
for a roundabout connection.
• 4.10 - Road 68 Widening - The extents were updated to reflect the work
that was completed last year. Previously: I-182 to Argent Road, Now:
Chapel Hill to Argent Road
• 6.15 - Shoreline Rd Realignment - The project scope was revised from a
design and ROW project to a planning study.
• Other minor refinements to costs and schedule and additional detail was
added to the project descriptions.
Per RCW the 6-year TIP must be advertised for two weeks and a public hearing
must be conducted prior to adoption. The required public advertise ment for this
meeting has been completed and this public hearing will provide for any
additional public comment.
Page 37 of 175
Resolution – 2023-2028 TIP - 1
RESOLUTION NO. ____
A RESOLUTION OF THE CITY OF PASCO, ADOPTING THE 2023-
2028 SIX-YEAR TRANSPORTATION IMPROVEMENT PROGRAM FOR THE
CITY OF PASCO FOR THE PURPOSE OF GUIDING THE DEVELOPMENT,
DESIGN, AND CONSTRUCTION OF LOCAL AND REGIONAL
TRANSPORTATIONS IMPROVEMENTS.
WHEREAS, RCW 35.77.010 provides for annual revision and extension of the
comprehensive transportation program of each city and town, after public hearing thereon; and
WHEREAS, the City shall annually review the work accomplished under the program and
determine current city transportation needs and from these findings shall prepare and adopt a
revised and extended comprehensive transportation program before July 1 of each year; and
WHEREAS, on June 20, 2022, the City Council held a public hearing on the revision and
extension of the comprehensive transportation program, [received no comments / received and
evaluated all comments]; and
WHEREAS, it is now time to revise and extend the comprehensive transportation program
as identified as the Six-Year Transportation Improvement Program (TIP); and
WHEREAS, the City has determined, based on an assessment of the work accomplished
under this program and the current City transportation needs, that this revised comprehensive
transportation program adequately addresses the City’s future transportation needs.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY
OF PASCO, WASHINGTON:
That the City of Pasco hereby adopts the revision and extension of the comprehensive
transportation program for the ensuing six years as attached hereto as Exhibit A and labeled “Six-
Year Transportation Improvement Program 2023-2028” incorporated by this reference as though
fully set forth herein; and
Be It Further Resolved, that the comprehensive transportation program shall be filed with
the Benton-Franklin Council of Governments and the Washington State Department of
Transportation.
Page 38 of 175
Resolution – 2023-2028 TIP - 2
PASSED by the City Council of the City of Pasco, Washington this ___ day of June, 2022.
Blanche Barajas
Mayor
ATTEST: APPROVED AS TO FORM:
Debra Barham Kerr Ferguson Law, PLLC
City Clerk City Attorneys
Page 39 of 175
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2023-2028 Transportation Improvement Plan (TIP)
Project Descriptions
1
City Wide Projects:
1.01 Annual Pavement Preservation
The City has implemented an annual Pavement Preservation Program to assess and maintain
quality streets within the City. The program includes crack seal, overlay, and microsurfacing of city
streets.
1.02 City Wide Traffic Signal Improvements (Phase 3)
This project will replace obsolete signal equipment with updated signal controllers, signal
equipment, optimized corridor timing plans, vehicle detection system and emergency vehicle
priority system. Pedestrian access will be upgraded to meet current ADA right of way accessibility
design guidelines for the signalized intersections.
Central Projects:
2.01 W 'A' St/6th Ave Pedestrian Crossing
This project will improve the pedestrian facilities at the intersection of W "A" Street and S 6th
Avenue by installing a Rectangular Rapid-Flashing Beacon (RRFB) and street lighting on the west
side of S 6th Avenue crossing W "A" Street.
2.02 Court St Overlay - US Hwy 395 to 20th Ave
This project provides mill and overlay of Court Street between Hwy 395 to 20th Ave.
2.03 Lewis Street Corridor Improvements (Phase 1)
This project will include roadway, sidewalk, and safety improvements in downtown along Lewis
Street corridor between 2nd Ave and 5th Ave. This project will connect the improvements made by
the Lewis St Overpass project and Peanuts Park Improvement project. This project will focus on
walkability, bike access, and increasing vibrancy downtown.
2.04 Lewis Street Corridor Improvements (Phase 2)
This project will include roadway, sidewalk, and safety improvements in downtown along Lewis
Street corridor between 5th Ave and 10th Ave. This is a continuation of the Lewis Street Corridor
Improvements (Phase 1) - 2nd Ave to 5th Ave. This project will focus on walkability, bike access,
and increasing vibrancy downtown.
2.05 South 4th Ave (Festival Street Improvements)
This project will adjust roadway programming and install sidewalk furnishings, lighting, street trees
and landscaping to create a Festival Street on South 4th Avenue from Lewis Street to Columbia
Street. The street will be able to be closed to motor vehicles during special events and further
enhance the completed Peanuts Park improvement project to allow for greater and more varied
use of Peanuts Park Plaza. The proposed improvements will help activate and increase vibrancy in
the downtown central business district. The project will balance the needs of pedestrians, cyclists,
motorists, and business owners. The sidewalk furnishing, lighting, and landscaping, and design will
create a welcoming street where people want to be. The project will improve the aesthetics and
safety of the street, draw residents, visitors, and new businesses to downtown, and boost
economic growth.
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2023-2028 Transportation Improvement Plan (TIP)
Project Descriptions
2
2.06 Sylvester St Overpass Pedestrian/Bicycle Access
This project will provide a new separated pedestrian/bicycle bridge across US 395 along Sylvester
Street.
2.07 Sylvester St Safety Improvements
This project will re-stripe Sylvester St from Road 54 to N 3rd Ave to three lanes. Proposed
improvements include bicycle lanes, pedestrian enhancements, and intersection
adjustments/improvements.
2.08 Sylvester St/US 395 NB Off-Ramp Intersection Improvements
This project will install a traffic signal at the intersection of Sylvester Street and the US 395 NB Off-
Ramp and include any necessary ADA improvements. The US-395 Northbound off-ramp to
Sylvester Street has been a continued safety concern for the area. The bridge crossing US-395
creates a visual barrier for cars turning onto W. Sylvester Street. A traffic signal at this location will
help to provide a safer, more efficient entrance to south Pasco from US-395.
2.09 Clark St Improvements
This project will adjust Clark Street roadway programming to include appropriately sized cart ways,
bike lanes, sidewalk furnishings, lighting, street trees and landscaping. It will also include
intersection improvements. This is currently being studied by the Downtown Masterplan. The
proposed improvements will help activate and increase vibrancy in the downtown central business
district. The project will balance the needs of pedestrians, cyclists, motorists, and business owners.
The sidewalk furnishing, lighting, and landscaping, and design will create a welcoming street where
people want to be. The project will improve the aesthetics and safety of the street, draw residents,
visitors, and new businesses to downtown, and boost economic growth.
2.10 Columbia St Improvements
This project will adjust Columbia Street roadway programming to include appropriately sized cart
ways, bike lanes, sidewalk furnishings, lighting, street trees and landscaping. It will also include
intersection improvements. This is currently being studied by the Downtown Master Plan. The
proposed improvements will help activate and increase vibrancy in the downtown central business
district. The project will balance the needs of pedestrians, cyclists, motorists, and business owners.
The sidewalk furnishing, lighting, and landscaping, and design will create a welcoming street where
people want to be. The project will improve the aesthetics and safety of the street, draw residents,
visitors, and new businesses to downtown, and boost economic growth.
East Projects:
3.01 James St Improvements
Currently, the majority of the properties along James Street have unrestricted motor vehicle access
along their entire frontage. This project will construct a defined roadway with sidewalks and
increased access control of affronting properties. This project will improve safety and pedestrian
features and consolidate access. The sidewalks will connect to existing sidewalks along N Oregon
Ave to extend the defined pedestrian network.
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2023-2028 Transportation Improvement Plan (TIP)
Project Descriptions
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3.02 Lewis St Overpass
This project will construct a new overpass and connecting infrastructure between 2nd Ave and
Oregon Ave on Lewis St to replace the existing underpass, built in 1937.
3.03 Lewis St/Heritage Blvd Intersection Improvements
This project will install a traffic signal at the intersection of Lewis Street and Heritage Blvd and
include any necessary ADA improvements. As this area continues to develop, this critical truck
route intersection will experience increased traffic volumes. To promote safe operation of this
intersection, additional control will be required.
3.04 Oregon Ave (SR 397) Overlay
This project involves the overlay and restriping of Oregon Avenue (SR397) from the WSDOT
boundary of Interstate 182 to E Ainsworth Avenue.
3.05 Traffic Analysis for US 12
This project is a traffic analysis for US 12 from the intersections of A Street to Tank Farm
Road/Sacajawea Park Road. This study will be completed in partnership with WSDOT who has
requested funding.
3.06 Rd 40 E Extension
This project will extend Road 40 E, as a 3-lane industrial collector, north of A street to connect to E
Lewis Place. It will include bike lanes and sidewalks. This extension will eliminate a dead-end road
at East Lewis Place. This increases connectivity and improves traffic capacity and management by
allowing for alternative routes. Improvements to the transportation system in east Pasco will be
necessary to accommodate the proposed and anticipated development of the Heritage Industrial
Area.
3.07 Rainier Ave/Kartchner St Intersection Improvements
This project will install a traffic signal at the intersection of Rainier Avenue and Kartchner Street at
the location of the US 395 SB On/Off Ramps and include any necessary ADA improvements.
Anticipated development will increase demand at this intersection and a traffic signal will help to
provide a safer, more efficient entrance to east Pasco from US-395.
3.08 'A' St/Heritage Blvd Intersection Improvements
This project will install a traffic signal at the intersection of A Street and Heritage Blvd and include
any necessary ADA improvements. As this area continues to develop, this critical truck route
intersection will continue to experience increased traffic volumes. To promote safe operation of
this intersection, additional control will be required to maintain operational safety.
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2023-2028 Transportation Improvement Plan (TIP)
Project Descriptions
4
3.09 Rd 40 East Pathway
This project will construct a multi-use pathway along Road 40 E from East Lewis Place to Sacajawea
Park. A 12-foot-wide asphalt paved pathway will run along the west side of Road 40 E. This project
will provide a designated pedestrian facility where currently non-exists. It will provide a safe
pedestrian and bicycle connection for surrounding residential communities and employees of the
developing Heritage Industrial Area to E A Street and Sacajawea State Park. The Benton-Franklin
Council of Governments Bicycle Map of Tri-Cities Urbanized Area shows Road 40 E as a Class 3 bike-
route (streets designated for bicycle travel shared with motor vehicles). This project will upgrade
this classification to a Class 1 shared-use path (paved pathway completely separated from motor
vehicles). It will extend the existing Class 1 system by connecting the existing Class 1 pathway along
E A Street south to Sacajawea State Park and north to E Lewis Place. The Class 1 system will further
be extended with the Sacajawea Park Road Pedestrian/Bicycle Pathway project.
3.10 Sacajawea Park Rd Pedestrian/Bicycle Pathway - WSDOT
This project is state funded and will construct a multi-use pathway along Sacajawea Park Road from
Sacajawea State Park to US 12. This project will provide the missing connection of the Class 1
shared-use path system between the shared-use path along US 12 that crosses the bridge to
Burbank and the shared-use path along the Columbia River.
3.11 Heritage Blvd Extension
This project will extend Heritage Blvd, as a 3-lane minor arterial, south of A Street to a future east-
west road (Burbank Rd). It will include a multi-use pathway on one side of the roadway and
sidewalk on the other. This extension is part of the improvements to the transportation system in
east Pasco that will be necessary to accommodate the proposed and anticipated development of
the Heritage Industrial Area.
3.12 Cedar Ave Extension
This project will extend Cedar Avenue, as a 3-lane commercial collector, south of A Street to a
future east-west road (D Street). It will include bike lanes and sidewalk. This extension is part of the
improvements to the transportation system in east Pasco that will be necessary to accommodate
the proposed and anticipated development of the Heritage Industrial Area.
3.13 South Elm Ave Extension
This project will extend South Elm Avenue, as a 3-lane commercial collector, south of A Street to a
future east-west road (C Street). It will include bike lanes and sidewalk. This extension is part of the
improvements to the transportation system in east Pasco that will be necessary to accommodate
the proposed and anticipated development of the Heritage Industrial Area.
3.14 New Road (Burbank Rd)
This project will be a new east-west orientated road (Burbank Rd) that connects S Road 40 East to
extended Heritage Boulevard. It will be a 3-lane industrial collector with bike lanes and sidewalks.
This road is part of the improvements to the transportation system in east Pasco that will be
necessary to accommodate the proposed and anticipated development of the Heritage Industrial
Area.
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2023-2028 Transportation Improvement Plan (TIP)
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3.15 New Road (East C St)
This project will construct an east-west oriented road from extended South Elm Avenue to
extended Heritage Boulevard. It will be a 3-lane commercial collector with bike lanes and
sidewalks. This road is part of the improvements to the transportation system in east Pasco that
will be necessary to accommodate the proposed and anticipated development of the Heritage
Industrial Area.
3.16 New Road (East D St)
This project will construct an east-west oriented road from extended Cedar Avenue to extended
Heritage Boulevard. It will be a 3-lane commercial collector with bike lanes and sidewalks. This road
is part of the improvements to the transportation system in east Pasco that will be necessary to
accommodate the proposed and anticipated development of the Heritage Industrial Area.
3.17 Sacajawea Park Rd Realignment
This project will realign Sacajawea Park Road and move the connection of US 12 and Sacajawea
Park Road/Tank Farm Road northwest along US 12 from its current location. It will be a 3-lane
commercial collector with bike lanes and sidewalk. East B Circle will be extended to connect to the
realigned Sacajawea Park Road. The intersection of Sacajawea Park Road and US 12 has been a
continued safety concern for the area. The bridge crossing the Snake River creates a visual barrier
for cars turning onto US 12. This project will realign Sacajawea Park Road so its connection to US 12
will be at a safer location, with better visibility. The extension of East Circle B will eliminate a dead-
end. This increases connectivity and improves traffic capacity and management by allowing for
alternative routes. Improvements to the transportation system in east Pasco will be necessary to
accommodate the proposed and anticipated development of the Heritage Industrial Area.
3.18 US 12/Tank Farm Rd Connection
This project will construct a roundabout between US 12 and Sacajawea Park Road/Tank Farm Road
in its new crossing location. The intersection of Sacajawea Park Road/Tank Farm Road and US 12
has been a continued safety concern for the area. The bridge crossing the Snake River creates a
visual barrier for cars turning onto US 12. This project will relocate the connection between US 12
and Sacajawea Park Road/Tank Farm Road northwest of its current location (farther from the
bridge) to be in a safer location, with better visibility. Improvements to the transportation system
in east Pasco will be necessary to accommodate the proposed and anticipated development of the
Heritage Industrial Area.
3.19 Commercial Ave Extension
This project will extend Commercial Avenue, as a 3-lane industrial collector, from Venture Road to
Tank Farm Road to create a frontage road along US 12. It will include bike lanes and sidewalks. This
project will create a connection between the new location of US 12 and Sacajawea Park Road/Tank
Farm Road connection to Commercial Avenue. This increases connectivity and improves traffic
capacity and management by allowing for alternative routes between US 12 and the Heritage
Industrial Area. The new frontage road also supports the opportunity for development northeast of
US 12. Improvements to the transportation system in east Pasco will be necessary to accommodate
the proposed and anticipated development of the Heritage Industrial Area.
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2023-2028 Transportation Improvement Plan (TIP)
Project Descriptions
6
South Projects:
4.01 Argent Rd Pedestrian / Bike Pathway
This project will continue pedestrian and bike facilities from Road 68 to Road 70th Place. This
project will extend the network of safe pedestrian and bicycle facilities in the city, allowing for
more transportation options.
4.02 Argent Rd/Rd 88 Pedestrian Crossing
This project provides for safety improvements for pedestrians crossing Argent Road at the
intersection of Road 88. The scope includes ADA ramps, pavement markings, and installation of
Rectangular Rapid-Flashing Beacon (RRFB).
4.03 Court St/Rd 68 Intersection Improvements
The project will construct a roundabout at the intersection of Road 68 and Court St as well as
pedestrian improvements.
4.04 Court St Overlay - Rd 44 to Rd 68
This project provides mill and overlay of Court Street between Road 68 and Road 44. ADA upgrades
will be included as needed.
4.05 Court St Safety Improvements
This project reconfigures Court Street from Road 40 to Road 68 to three lanes, with one lane in
each direction and a center two-way-left-turn lane and provides designated bike lanes in each
direction, and pedestrian facility enhancements. This project will be developed in conjunction with
the Court Street Overlay project. This project will improve safety on Court Street and extend the
network of safe pedestrian and bicycle facilities in the city, allowing for more transportation
options.
4.06 Crescent Rd Extension
This project will construct an asphalt core road to extend Crescent Rd from Road 108 to Chapel Hill
Blvd. A core road refers to the construction of vehicle travel lanes only without curb, gutter or
sidewalk.
4.07 Franklin County Irrigation District Canal Bicycle/Pedestrian Pathway
This project will construct a multi-use pathway along the piped irrigation canal from Road 100 to
Road 76.
4.08 Rd 100 Widening
This project will widen the Road 100 corridor to a 3-lane section from W Court St to Chapel Hill
Blvd.
4.09 Sacajawea Heritage Trail Levee Lowering
This project will lower the levee and install pathways for pedestrians from Road 52 to Road 72.
Page 53 of 175
2023-2028 Transportation Improvement Plan (TIP)
Project Descriptions
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4.10 Rd 68 Widening
This project will widen Road 68 to 5 lanes from Chapel Hill Boulevard to Argent Road. This project
will continue the widening of Road 68 from I-182 to Chapel Hill Boulevard that was completed in
2021.
North Projects:
5.01 Argent Rd Widening (Phase 3)
This project is Phase 3 of urban road improvements to Argent Road from Road 36 to Varney
Lane/Saraceno Way. Improvements include street widening, illumination, stormwater facilities,
curb/gutter, sidewalk, and related improvements. This project has been coordinated with Columbia
Basin College (CBC) and The Port of Pasco. Previous phases improved Argent Road from Varney
Lane/Saraceno Way to 20th Ave and installed a signal at Road 36 and Argent Road.
5.02 Burns Rd Extension
This project will extend Burns Road, as a 3-lane minor arterial, from Road 68 to Rio Grande Lane
and a new traffic signal at the intersection of Road 68 and Burns Road. This is a critical connection
that currently doesn’t exist and impedes the ability for residential traffic to access an important
commercial area. Surrounding property is undeveloped, these improvements will be largely
accomplished through developer improvement.
5.03 Traffic Analysis for I-182/US Hwy 395 I/C
This project will analyze the I-182/US 395 Interchange for improvements.
5.04 Rd 44 /Argent Rd Intersection Improvements - County Participation
This project will improve the intersection of Road 44 and Argent Road and include any necessary
ADA improvements.
5.05 Rd 52 Extension
This project will construct a 3-lane minor arterial roadway to extend Road 52, north to Clark Road.
Due to anticipated development in an area in which adequate fire coverage does not exist, a
connection to this area would allow for Franklin County Fire Station No. 36 to assist in responding
to emergency calls in this area.
5.06 Sandifur Pkwy Improvements
This project will complete missing elements such as a 3-lane road section, curbs, and sidewalks of
the Sandifur Parkway road section from Road 68 to Convention Drive. This project will eliminate a
pinch point at this location on Sandifur Parkway by completing the road section. It will complete
the missing link in designated pedestrian facilities and allow for more transportation options across
Road 68.
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2023-2028 Transportation Improvement Plan (TIP)
Project Descriptions
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5.07 Clemente Ln Extension
This project will extend Clemente Lane, as a 2 -lane commercial collector, from Wrigley Drive to
Sandifur Parkway. When this property is developed, this project will provide a connection from
Sandifur Parkway to Wrigley Drive. This increases connectivity and improves traffic capacity and
management by allowing for alternative routes.
5.08 Rd 76 Overpass
This project will extend Road 76 north from Chapel Hill Blvd to Burden Blvd by constructing an
overpass across I-182 to connect communities north and south of the existing interstate. This
project will include bicycle and pedestrian facilities.
5.09 Rd 76 Widening
This project will construct the east side of Road 76 between Cordero Drive and Wrigley Drive, to
provide a consistent road width.
5.10 Rd 68 & Burns Rd Traffic Signal
This project will provide for the installation of a traffic signal at the intersection of Road 68 and
Burns Road, along with pedestrian facilities.
5.11 Traffic Analysis for I-182/Rd 68 I/C
This project will analyze the I-182 and Rd 68 interchange for improvements.
5.12 Sandifur Pkwy/Rd 90 Pedestrian Crossing
This project will provide for pedestrian crossing, including ADA ramps and Rectangular Rapid
Flashing Beacon (RRFB) and crosswalk striping.
West Projects:
6.01 I-182/Broadmoor Blvd I/C Improvements
This project will add an eastbound deceleration lane and exit loop ramp from I-182 to a new
roundabout at Broadmoor Blvd (Road 100).
6.02 I-182/Broadmoor Blvd I/C Multiuse Pathway/Bridge
This project provides bicycle and pedestrian facilities across I-182 at Broadmoor Blvd/Road 100
through the construction of a bridge.
6.03 Broadmoor Blvd Improvements
This project will widen Broadmoor Blvd to 5 lanes from I-182 Westbound Ramp to Burns Road. This
project is under consideration for Tax Increment Financing (TIF). Large commercial and residential
developments in the area have driven the need for infrastructure improvements to accommodate
the increase in vehicular and pedestrian traffic.
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2023-2028 Transportation Improvement Plan (TIP)
Project Descriptions
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6.04 Buckingham Dr Extension & Signal
This project will install a traffic signal at the intersection of Buckingham Drive and Broadmoor
Boulevard and extend Buckingham Drive, as a 3-lane commercial collector, west of Broadmoor
Boulevard to the extension of Dent Road. A portion of this project is under consideration for Tax
Increment Financing (TIF).
6.05 Burns Rd/Broadmoor Blvd Intersection Improvements
This project will install a traffic signal at the intersection of Burns Road and Broadmoor Blvd.
Sidewalks and any necessary ADA improvements will be included.
6.06 Burns Rd Widening
This project will widen Burns Road to be a 3-lane minor arterial and include sidewalk and multi-use
pathway. This project will be completed in phases in coordination with the development and the
Broadmoor Master Plan.
6.07 Dent Rd Extension
This project will extend Dent Road, as a 3-lane commercial collector, from Burns Road to the
extension of Sandifur Parkway and install a traffic signal at Dent Road and Burns Road intersection.
This project will provide a connection between the extension of Sandifur Parkway and Burns Road
through the proposed Medium & Low Density Residential land use zones of the Broadmoor Area
and will connect these residential zones to the Mixed Residential/Commercial Zone and Burns
Road. It will also connect the residential developments north of Burns Road to the commercial
services of the Broadmoor area as they develop. The street design will incorporate comfortable
bicycle and pedestrian facilities and be designed to encourage and accommodate a walkable
mixed-use neighborhood, which, when properly executed, increases access to services, catalyzes
economic growth, maintains or increases property values, enhances connectedness and the quality
of life of its residents and visitors.
6.08 Harris Rd / Crescent Rd Overpass
This project will construct an overpass over I-182 to connect Harris Road and Crescent Road. This
project will connect the communities north and south of I-182 and relieve some of the demand at
Broadmoor Boulevard and the I-182 interchange.
6.09 New Road 103
This project will construct a north-south oriented 2-lane neighborhood collector road from Harris
Road to Burns Road. It will include street parking and sidewalks. This project will be completed in
phases in coordination with development and the Broadmoor Master Plan. This project will provide
a connection between Burns Road and Harris Road through the proposed Commercial and Mixed
Residential/Commercial land use zones of the Broadmoor Area. The street design will incorporate
comfortable bicycle and pedestrian facilities and be designed to encourage and accommodate a
walkable mixed-use neighborhood, which, when properly executed, increases access to services,
catalyzes economic growth, maintains or increases property values, enhances connectedness and
the quality of life of its residents and visitors.
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2023-2028 Transportation Improvement Plan (TIP)
Project Descriptions
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6.10 New Road 105
This project will construct a north-south oriented 2-lane neighborhood collector road from Harris
Road to Burns Road. It will include street parking and sidewalks. This project will be completed in
phases in coordination with development and the Broadmoor Master Plan. This project will provide
a connection between Burns Road and Harris Road through the proposed Commercial and Mixed
Residential/Commercial land use zones of the Broadmoor Area. The street design will incorporate
comfortable bicycle and pedestrian facilities and be designed to encourage and accommodate a
walkable mixed-use neighborhood, which, when properly executed, increases access to services,
catalyzes economic growth, maintains or increases property values, enhances connectedness and
the quality of life of its residents and visitors.
6.11 New Road 108
This project will construct a north-south oriented 3-lane minor arterial road from Harris Road to
Burns Road. It will include a multi-use pathway and sidewalk. A portion of this project is under
consideration for Tax Increment Financing (TIF). This project will be completed in phases in
coordination with development and the Broadmoor Master Plan. This project will provide a
connection between the Harris Road and Burns Road through the proposed Commercial and Mixed
Residential/Commercial land use zones of the Broadmoor Area, providing an important resource to
spur development. The street design will incorporate comfortable bicycle and pedestrian facilities
and be designed to encourage and accommodate a walkable mixed-use neighborhood, which,
when properly executed, increases access to services, catalyzes economic growth, maintains or
increases property values, enhances connectedness and the quality of life of its residents and
visitors.
6.12 New Road (Bridger Rd)
This project will construct an east-west oriented 2-lane neighborhood collector road from new
Road 108 to new Road 103 south of Sandifur Parkway. It will include street parking and sidewalks.
This project will be completed in phases in coordination with development and the Broadmoor
Master Plan. This project will provide a connection between new Road 108 and Road 103 in the
proposed Commercial and Mixed Residential/Commercial land use zones of the Broadmoor Area.
The street design will incorporate comfortable bicycle and pedestrian facilities and be designed to
encourage and accommodate a walkable mixed-use neighborhood, which, when properly
executed, increases access to services, catalyzes economic growth, maintains or increases property
values, enhances connectedness and the quality of life of its residents and visitors.
6.13 Sandifur Pkwy Improvements & Extension
This project will improve and expand Sandifur Parkway from Bedford Street to Broadmoor
Boulevard and extend Sandifur from Broadmoor Boulevard to Shoreline Road. A portion of this
project is under consideration for Tax Increment Financing (TIF). This project will be completed in
phases in coordination with development and the Broadmoor Master Plan.
Page 57 of 175
2023-2028 Transportation Improvement Plan (TIP)
Project Descriptions
11
6.14 Sandifur Pkwy/Broadmoor Blvd Intersection Improvements
This project will improve the intersection of Sandifur Parkway and Broadmoor Boulevard to meet
the capacity and multimodal needs for future development in the Broadmoor area. This project is
under consideration for Tax Increment Financing (TIF). This project will be completed in
coordination with the Broadmoor Masterplan. This project will extend Sandifur Parkway through
the proposed Commercial and Mixed Residential/Commercial land use zones of the Broadmoor
Area, providing an important resource to spur development and then extend on to Shoreline Road.
The street design will incorporate comfortable bicycle and pedestrian facilities and be designed to
encourage and accommodate a walkable mixed-use neighborhood, which, when properly
executed, increases access to services, catalyzes economic growth, maintains or increases property
values, enhances connectedness and the quality of life of its residents and visitors.
6.15 Shoreline Rd Realignment
This project will study the possible realignment of Shoreline Road from Shoreline Court to Burns
Road. A planning analysis, environmental study, and preliminary design will be included. Shoreline
Road, in its current location, does not allow for an efficient or effective use of property along an
important stretch of the shoreline. Realignment to the east will provide for additional riverfront
land for development. The realignment is anticipated as part of a larger private development.
Page 58 of 175
2023-2028
Transportation Improvement Plan
June 20, 2022Page 59 of 175
RCW 35.77.010
Prepare a comprehensive transportation program for the ensuing six years that is:
•Consistent with comprehensive plan
•Includes bicycle and pedestrian facilities
•Adopted by July 1st after public hearing
•Filed with the secretary of transportation within 30 days of adoption
Schedule
•06/06/2022 – Presentation
•06/20/2022 – Public Hearing and Resolution for Adoption
•Submission to the state with by July 20thPage 60 of 175
Projects to be completed by the end of 2022:
·Argent Rd Widening (Phase 1) – 20
th Ave to Saraceno Way
·Argent Rd Widening (Phase 2) – Argent Rd & Rd 36 Intersection Improvements
·Burns Rd Pathway (Phase 1, 2, & 3) – Rd 100 to Rd 68
·City Wide Traffic Signal Improvements (Phase 2)
·North Industrial Way Infiltration Retrofit & Overlay
·Rd 93/Powerline Pathway
·S 10th Ave /W Lewis St Advanced Intersection Warning
·Interstate 182 @ Road 100 – Ramp Improvement Analysis (ARR) – WSDOT Partnership
·Sandifur Pkwy Widening – Road 52 to Road 60
·Annual Pavement Preservation 2022
68 Total Projects
29 New Projects Page 61 of 175
OverallPage 62 of 175
CentralPage 63 of 175
EastPage 64 of 175
SouthPage 65 of 175
NorthPage 66 of 175
WestPage 67 of 175
Questions?Page 68 of 175
ID # Project Title
2022
6-Yr Expense
2023
6-Yr Expense Comments
1.01 Annual Pavement Preservation 6,211,136$ 6,470,000$ No change. Program incorporates a 3% increase in budget each year. Difference in total cost reflects different year range.
2.03 Lewis Street Corridor Improvements (Phase 1) 1,843,100$ 4,634,030$ Public works has now taken this project and further developed the project scope and cost estimate.
2.04 Lewis Street Corridor Improvements (Phase 2) 1,250,000$ 5,200,000$ Public works has now taken this project and further developed the project scope and cost estimate.
2.05 South 4th Ave (Festival Street Improvements)500,000$ 500,000$ No change
2.06 Sylvester St Overpass Pedestrian/Bicycle Access 4,000,000$ 3,950,000$ No change, but a portion of the scope is to be completed in 2022.
2.07 Sylvester St Safety Improvements 4,550,000$ 3,839,000$ No change, but a portion of the scope is to be completed in 2022.
2.08 Sylvester St/US 395 NB Off-Ramp Intersection Improvements 240,000$ 1,500,000$ The cost estimation has increased to include ADA improvements, and is based on updated cost estimates and actual costs realized for recent similar projects.
3.01 James St Improvements 1,903,000$ 1,653,000$ No change, but a portion of the scope is to be completed in 2022.
3.02 Lewis St Overpass 18,501,000$ 6,320,000$ No change, but a portion of the scope is to be completed in 2022.
3.03 Lewis St/Heritage Blvd Intersection Improvements 240,000$ 1,500,000$ The cost estimation has increased to include ADA improvements, and is based on updated cost estimates and actual costs realized for recent similar projects.
3.04 Oregon Ave (SR 397) Overlay 3,400,000$ 3,000,000$ No change, but a portion of the scope is to be completed in 2022.
3.05 Traffic Analysis for US 12 250,000$ 250,000$ No change
3.07 Rainier Ave/Kartchner St Intersection Improvements 240,000$ 1,200,000$ The cost estimation has increased to include ADA improvements, and is based on updated cost estimates and actual costs realized for recent similar projects.
3.08 'A' St/Heritage Blvd Intersection Improvements 240,000$ 1,200,000$ The cost estimation has increased to include ADA improvements, and is based on updated cost estimates and actual costs realized for recent similar projects.
3.09 Rd 40 East Pathway 633,000$ 633,000$ No change
3.10 Sacajawea Park Rd Pedestrian/Bicycle Pathway - WSDOT 1,557,000$ 1,557,000$ No change
4.01 Argent Rd Pedestrian / Bike Pathway 500,000$ 500,000$ No change
4.03 Court St/Rd 68 Intersection Improvements 889,000$ 2,435,000$ The cost estimation has increased to include ADA improvements, and is based on updated cost estimates and actual costs realized for recent similar projects.
4.04 Court St Overlay - Rd 44 to Rd 68 2,250,000$ 1,850,000$ No change, but a portion of the scope is to be completed in 2022.
4.06 Crescent Rd Extension 400,000$ 400,000$ No change
4.07 Franklin County Irrigation District Canal Bicycle/Pedestrian Pathway 870,000$ 870,000$ No change
4.08 Rd 100 Widening 1,050,000$ 7,900,000$ Public works has now taken this project and further developed the project scope and cost estimate.
4.09 Sacajawea Heritage Trail Levee Lowering 2,580,000$ 2,580,000$ No change
5.01 Argent Rd Widening (Phase 3)4,283,100$ 4,000,000$ No change, but a portion of the scope is to be completed in 2022.
5.02 Burns Rd Extension 5,500,000$ 3,842,000$ Updated with planning estimate prepared by consultant.
5.03 Traffic Analysis for I-182/US Hwy 395 I/C 265,000$ 265,000$ No change
5.04 Rd 44 /Argent Rd Intersection Improvements - County Participation 35,000$ 125,000$ Updated as a placeholder estimate of the City's participation in the project.
5.05 Rd 52 Extension 1,150,000$ 16,160,000$ 2022 cost was only considering design and ROW. 2023 cost includes design, ROW, and construction costs.
5.08 Rd 76 Overpass 20,000,000$ 22,810,852$ Public works has now taken this project and further developed the project scope and cost estimate.
5.10 Rd 68 & Burns Rd Traffic Signal 240,000$ 2,500,000$ The cost estimation has increased to include ADA improvements, and is based on updated cost estimates and actual costs realized for recent similar projects.
6.01 I-182/Broadmoor Blvd I/C Improvements 3,700,000$ 5,600,000$ Public works has now taken this project and further developed the project scope and cost estimate.
6.02 I-182/Broadmoor Blvd I/C Multiuse Pathway/Bridge 2,320,000$ 8,000,000$ The scope of this project changed to include a separate bridge structure exclusively for pedestrians and bicyclists.
6.03 Broadmoor Blvd Improvements 3,760,000$ 4,333,600$ Updated with planning estimate prepared by consultant.
6.04 Buckingham Dr Extension & Signal 2,800,000$ 9,822,400$ Increased the extension of Buckingham Dr. Previously the project extended Buckingham to Road 103. This project has been updated to extend Buckingham to Dent Road.
6.05 Burns Rd/Broadmoor Blvd Intersection Improvements 3,200,000$ 2,560,000$ No change, but a portion of the scope is to be completed in 2022.
6.06 Burns Rd Widening 7,000,000$ 6,552,000$ Updated with planning estimate prepared by consultant.
6.11 New Road 108 10,000,000$ 12,981,000$ Updated with planning estimate prepared by consultant. Scope includes roundabout at intersection with Sandifur.
6.13 Sandifur Pkwy Improvements & Extension 15,800,000$ 34,452,500$ The project scope increased to include improvements from Bedford St to Broadmoor Blvd and extending Sandifur past Dent Rd all the way to Shoreline Rd.
6.15 Shoreline Rd Realignment 1,150,000$ 250,000$ The project scope was changed from design and ROW to a planning study.
Cost Difference of 2022 and 2023 Transportation Improvement Plan (TIP)
Page 1 of 1Page 69 of 175
AGENDA REPORT
FOR: City Council June 15, 2022
TO: Dave Zabell, City Manager City Council Special
Meeting: 6/20/22
FROM: Bob Gear, Fire Chief
Fire Department
SUBJECT: 2021 Fire Department Performance Report
I. REFERENCE(S):
2021 Fire Department Performance Report
PowerPoint Presentation
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Presentation and Discussion
III. FISCAL IMPACT:
None
IV. HISTORY AND FACTS BRIEF:
On February 21, 2006, the Pasco City Council adopted the performance
standards and objectives as outlined in the Performance Standards Resolution
No. 2938 and, as required by RCW 35.103.010. The resolution and statute
require annual reporting by the Pasco Fire Department to the City Council.
The Pasco Fire has made a concerted effort for the past decade to present an
annual performance report to the City Council on department activities, including
the department's performance with regard to the aforementioned standards.
V. DISCUSSION:
The Pasco Fire Department experienced an unprecedented increase in call
volume in 2021. This had some unintended impacts across the board in the
Department's performance metrics. While some might argue that an increase in
call volume is what is desired, the effect is, resources being static, the busier the
Fire Department is, the more overall safety of the community is impacted.
Page 70 of 175
Understanding the factors driving the increase in call volume, allows department
management to make adjustments in prevention, or changes in service delivery,
knowing that not every impact can be mitigated. The large amount of growth that
Pasco, and the region, is experiencing will drive a proportionate increase in calls.
The planning effort to keep up with the growth is key to managing the
performance and consistent delivery of high quality services.
As part of the adjustment to the growth and changes, two (2) new fire stations
were put into service, one replaces a primitive temporary Statio n 84, the other
replaces Station 83 with a state-of-the art facility, relocated into the core of where
calls for service for the station service area are generated. The Station 84 was
designed to house Fire Administration, moving them closer to the center of the
City.
The planning effort continues, as the performance metrics and anticipated
growth indicate areas that need to have additional fire stations to meet the
standards the City Council has adopted. As Pasco continues to grow, so will
demand for services which will drive the need for expanding the Fire Department.
An update to the Fire Department's Master Plan in 2022 will guide the
Department through the changes and reinforce what performance standards
should be in place going forward. Staff anticipates presenting the Master Plan
document to the City Council for their review and consideration in the coming
weeks.
Operational Readiness
The Pasco Fire Department maintains a high level of operational readiness.
While call volumes have increased, staff managed to complete even more
training than in past years, while also increasing Fire Officer certification, with
higher ranks obtaining needed certification.
Future issues with increased growth and adding personnel to keep up with that
growth will lead to additional concerns about addressing incoming personnel
replacing an aging workforce with several retirements and loss of knowledge and
experience in addition to adding to the bottom scale of experience. The total
training hours per personnel remains at a high level and will positively contribute
to response times and service availability. Apparatus reliability improved slightly
with recent purchases, but the preventive maintenance program needs work in
the future especially as the fleet continues to grow.
Community Wellness
Pasco remains a fairly young city in terms of patient demographics, but the
changes with growth could have significant impacts if additional people retire
within Pasco. The challenge remains the ability to identify changes in programs
that have a positive impact on patient outcomes. In the EMS world, the
performance metrics are still being identified not only within Pasco Fire, but
Page 71 of 175
regionally. Pasco Fire delivers excellent results for those patients that have
cardiac arrest with much higher success rate of resuscitation than the national
average. The performance on the Fire side is very good as well, with half of the
structure fires brought under control in less than 20 minutes, limiting damage
and saving property. Both the EMS and Fire performan ce is tied to the
Operational Readiness above by having adequate resources in the stations and
keeping them highly trained.
The Pasco Resource Navigator (PRN) program continues to be a successful
program. The ability to staff the position full time allowed additional patients to
be helped and directed to resources, resulting in better lives for those individuals.
The success of the program from a few referrals in 2019 to 159 in 2021, indicates
the program is achieving the desired results. Performance metr ics still need to
be identified, but anecdotally the program is filling a needed gap for the
community. The other portions of the Community Risk Reduction (CRR) program
continue to be well received and have positive impacts in the community. As the
CRR Manager updates the Community Risk Assessment in 2022, additional
performance metrics will be identified and measured.
Cost Containment
With the change to a biennial budget process, there is additional flexibility to
address program needs especially with ability to adjust budget mid -year. The
Finance Department continues to develop budget and cost management tools
to assist in real time reporting, which is key to understanding budget
performance. Programs such as GEMT and the revisions to the ambulance utility
fee have stabilized funding, allowing for better planning. Discretionary leave
(overtime, sick, holiday, etc.) use is being monitored in an objective manner that
allows for more quantitative basis for hiring practices and effective management
decisions to ensure proper staffing while managing the cost impact.
Performance
While 2021 showed a slight uptick in the response time, the 18.5% increase in
calls and high level of concurrent calls drive the longer response times. As the
PRN program continues to address the high utilizers from the emergency
response system, the performance might have been impacted more. While the
time to fire controlled showed another increase in performance, the effort needs
to be made to study as similar situations as possible to validate that as a
performance metric.
As mentioned earlier, the ability to analyze the vast amount of data needs to be
reviewed moving forward. The data is being collected in a very robust and
capable records management system with very good reporting capabilities. The
effort should be continued by continuing to analyze the data to identify trends
that can address decreased response times and better patient outcomes while
maintaining the overall safety of the fire department and those in Pasco.
Page 72 of 175
Quality
The feedback on the results from the 2021 Community Survey showed a decline
in satisfaction with fire and ambulance services. While the survey did not identify
specific reasons, it is obvious that work needs to be done in the community to
ensure they believe the services are what they desire. In the update to the
Strategic Plan, several action items revolved around getting out into the
community or having the community come inside the Fire Department world.
Those tasks should be revisited to ensure proper actions are planned.
Conclusions:
• Calls for service continue to increase significantly, even past the peaks
experienced during the height of the pandemic.
• The addition of a permanent Station 84, and replacement and relocation
of Station 83 have both served to improve department performanc e.
• The addition and development of the PRN program has demonstrating
considerable benefit, in terms of both patient care, and avoidance of
responses to chronic system users.
• Pasco has experienced considerable growth and future growth is
imminent, the Department and City Administration have been actively
planning for future facilities and staffing to assure quality services to the
department.
• The Department is in the process of a Master Plan Update and anticipates
reviewing the plan with Council within the next several weeks.
The City Council has been proactive in recognizing the need for investment in
fire and ambulance services to maintain quality services that meet the needs of
the community and allow for achieving Council adopted response standards.
Page 73 of 175
2021
Performance Report
Author:
Edward Dunbar, Deputy Chief Pasco Fire Department
Page 74 of 175
2 | Page
Table of Contents
PURPOSE ....................................................................................................................................................... 3
STRATEGIC PLAN AND PRIORITIES ................................................................................................................ 4
2020-2021 CITY OF PASCO COUNCIL GOALS ................................................................................................ 6
BACKGROUND ............................................................................................................................................... 8
FIRE DEPARTMENT ORGANIZATION ........................................................................................................... 10
OPERATIONAL READINESS .......................................................................................................................... 15
COMMUNITY WELLNESS ............................................................................................................................. 38
COST CONTAINMENT .................................................................................................................................. 60
PERFORMANCE ........................................................................................................................................... 64
QUALITY ...................................................................................................................................................... 71
RESULTS SUMMARY .................................................................................................................................... 74
RECOMMENDATIONS ................................................................................................................................. 76
APPENDIX A ................................................................................................................................................. 78
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PURPOSE
The purpose of the annual performance report is to outline the metrics and associated performance of
the Pasco Fire Department. The department continues to use the Pillars of Excellence as the basis for
the report, which help identify areas of improvement while maintaining the ability to be fiscally
responsible to the community while managing the growth of the department.
The Pasco Fire Department (PFD) adopted the “All Hazards” approach to operating at and
responding to the community’s requests for services. We continue to provide response to a variety of
emergent events including: emergency medical services (EMS), technical rescue (high/low angle
rope, trench and confined space, water, vehicle and machinery, hostile environment (active shooter),
collapse), hazardous materials, aircraft rescue and firefighting (ARFF) and hostile fire environments,
including; wildland, urban-interface, vehicle, and structural. The special team responses often
require additional costs for equipment and training, and ultimately increase personal and corporate
liabilities to the authority having jurisdiction. PFD continues to identify and address the unique set of
challenges as the community continues to grow and adapt its resources to meet and fulfill the needs
of the community we serve.
This report outlines the performance against the metrics as identified in Resolution 2938 as well as
many other aspects of the daily operations affecting the fire department. Several changes to the
department occurred in 2021, including the opening of two replacement fire stations and relocation of
the administrative staff to the new Station 84. The overall performance of the department continued to
show improvement, while identifying some impacts of the continued growth of the city.
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STRATEGIC PLAN AND PRIORITIES
The Department’s strategic plan was updated in 2020. The effort began in 2019 with a Battalion Chief
that was temporarily assigned to day shift for four months. BC Garrett Jenks worked with Emergency
Services Consulting International (ESCI) to schedule meetings with the public, City staff, other fire
agencies and Pasco Fire Department personnel to gather information to update the plan. The plan was
put together with input from the groups and new objectives identified, along with the anticipated time
frame for completion of the objectives. While the earlier plan identified more external and
performance measures regarding the department, the updated strategic plan leaned more heavily
toward internal issues and addressing growth issues with personnel and planning for the future from
a training and community interaction perspective.
The Strategic Plan identified four different initiatives with associated goals and objectives. The
updated plan was based on information gathered during meetings with external (community
members, other agency fire department leadership) and internal stakeholders (representatives from
each shift and IAFF 1433). The initiatives were developed by the working groups and priorities
assigned to each goal. The current mission statement was validated, and the vision and values were
updated again based on input from the meeting participants.
The table below represents the summary status of the four initiatives and associated goals and
objectives. As objectives are completed or changed based on viability, the strategic plan guides the
follow-on tasks and objectives that need to be implemented and provides information for the
upcoming work to create the next version of the Strategic Plan. Some of the goals are ongoing and
will not ever be completed, but specific scope to support the overall goal can be developed, refined
and tracked.
Initiative Goals
Objectives
Total Completed Ongoing Future
1 - Department
Cohesion
4 17 (7, 4, 2,
4)
5 6 6
2 - Community Outreach 3 18 (6, 4, 8) 0 2 16
3 - Operational
Readiness
6 20 (4, 2, 3,
2, 5, 4)
2 11 7
4 – Professional
Development
4 17 (9, 3, 3,
8)
1 6 16
The four initiatives with specific goals as outlined in the updated Strategic Plan are listed below:
1 – Department Cohesion
• Promote department solidarity
• Improve the quality of shift change interactions
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• Facilitate a more accurately informed body
• Conduct cross shift training
2 – Community Outreach
• Enhance communications and interactions with our community
• Celebrate fire service traditions with community involvement
• Increase/enhance communications and interactions with non-English speaking (or English as
a Second Language (ESL) groups
3 – Operational Readiness
• Update the technology of critical infrastructure relied upon by PFD
• Ensure the technical competence of all personnel
• Improve response times in PFD
• Maintain an appropriate fleet for fire and EMS responses
• Maintain PFDs Public Protection Class 3 (PPC-3) rating from the Washington Surveying and
Rating Bureau (WSRB)
• Update the 2016 PFD Master Plan to address growth identified in the Pasco Comprehensive
Land Use Plan (Comp Plan)
4 – Professional Development
• Create a succession plan
• Develop continuing educations requirements for all officers
• Improve the PFD personnel evaluation process
• Improve paramedic retention and job satisfaction
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2020-2021 CITY OF PASCO COUNCIL GOALS
Every two years, the Pasco City Council establishes specific goals designed to guide the work of the
City. The Council held a goal-setting retreat in September 2020 following two community forums and
adopted the 2020-2021 goals late in 2020 due to the COVID19 meeting restrictions. With the Council
recently updating its goals for 2022-2023, the fire department will review them and develop and
adapt programs that directly support and emphasize the achieve of obtaining the Council goals. The
revised draft goals that the Council identified in 2022 are at a much higher level with less detail than
the ones discussed below. Since the goals listed below were in place during 2021, this report will use
them as the basis for performance.
The 2020-2021 Council goals that apply specifically to Pasco Fire are listed below.
QUALITY OF LIFE
o Ongoing efforts to improve efficiency and effectiveness of public resources in the delivery of
municipal services, programs, and long-term maintenance and viability of public facilities.
FINANCIAL SUSTAINABILITY
o Regular evaluation of services and programs to confirm importance to community, adequacy,
and cost-benefit.
o Continuation of cost of service and recovery targets in evaluating City services.
o Ongoing evaluation of costs, processes and performance associated with delivery of City
services including customer feedback and satisfaction, staffing, facilities, and partnership
opportunities.
o Instilling and promoting an organizational culture of customer service across all business
lines.
COMMUNITY SAFETY
o Working to achieve and maintain target fire response times through operational
improvements and long-range strategic planning of facilities and staffing.
o Focusing on the long-term goal of sustaining a Washington State Rating Bureau Class 3
community rating.
o Leveraging and expanding partnerships to maintain and enhance behavioral health services
to community members in crisis being assisted by police and fire.
COMMUNITY IDENTITY
o Providing opportunities for community engagement through boards, commissions, volunteer
opportunities, social media, forums, and other outlets.
o Enhanced inter-agency and constituent coordination developed during the pandemic.
o Continued efforts of the community identity/image enhancement campaign to include
promotion of community and organizational successes.
While it may appear that the only goals the Fire Department has a role in is Community Safety, there
are several other goals that we support either directly or indirectly. The department has the
opportunity to interact with the community positively daily and provide a positive interaction with the
public on many levels. Providing excellent service to the community starts with being well trained
and prideful in the status of the department. After all, we are here for the community and our mission
statement is to “Honorably Protect and Serve the Community”. By being fiscally responsible and
looking to ways to improve effectiveness and efficiencies and identify alternate funding streams,
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working with outside agencies to reduce citizen reliance on emergency services, and promoting the
partnerships every day, the Pasco Fire Department embodies many of the Council Goals.
One of the key goals is to maintain the WSRB Fire Protection Class 3 rating that was achieved in 2018.
In support of this goal, the strategic plan was reviewed and updated to ensure that efforts to maintain
the Class 3 rating were addressed. As part of that plan, it was identified that our 2016 Master Plan
needed to be updated. The updated Master Plan is expected to be presented to Council in July 2022.
The update will identify programs and funding options to maintain the WSRB Class 3 rating along with
other operational and administrative aspects that support maintaining the rating.
The City Council continues to have the goal of: “Working to achieve/maintain target fire response
times through operational improvements and long-range planning of facilities and staffing.”
This goal is addressed by projects to replace Temporary Station 84 and relocate Station 83 which the
City Council secured funding for in 2019. The construction of Station 83 was completed in early 2021,
with crews moving in on January 18, 2021. The impact of response time to one of our busiest regions
is already being noticed. The construction of the new headquarters attached to Station 84 on Court
Street was completed and crews and administrative staff moved in on September 28, 2021.
Planning for additional stations has also been a focus for the Fire Department. Land has been
purchased for Station 85 located across from Maple Drive on Road 100 to address the upcoming
development in the western area of the city, including the Broadmoor area. With the move of Station
83 north of Interstate 182, the area to south of the interstate was impacted regarding response times
and Station 85 will address those impacts. Land for Station 87 has also been identified and the city
continues to work with Autozone in the King City area to place the station on the northwest corner of
their property to handle the growth in the industrial area as well as that associated with the plans the
Colville Tribe has for the area. Lastly, with the initial development ideas for the Broadmoor area,
locations are being studied for Station 86 to address the response times in yet to be developed areas.
In all, there are several aspects of performance that are discussed throughout this report that directly
support the 2020-2021 Council goals. As the City changes and grows, the Fire Department must
address those changes and growth to maintain the high level of service delivery expected by the
community.
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BACKGROUND
The Pasco Fire Department is a municipal all hazards career department which serves the 80,000
member community of Pasco. The department utilizes a framework referred to as “Pillars of
Excellence”, for the creation and monitoring of Key Performance Indicators (KPI’s), that when
combined provide a holistic and multi-dimensional overview of the health, performance, and
effectiveness of the organization.
In short, the Pillars are the key subject areas as defined by the Strategic Plan, Master Plan and
Council goals. For example, this might include cost containment, operational readiness, and
customer satisfaction or quality. By identifying and establishing these pillars, and acknowledging
their interrelationships and dependencies amongst one another, we can compile a meaningful list of
metrics associated with each pillar that gauge not only the quantity of work performed in a given
category, but also the overall value and quality of that work to the organization and community. These
metrics and pillars, when combined, present opportunities for the organization to examine its
direction and momentum; they enable decisions and policies to be exercised with confidence, with
the sole goal of consistently working toward organizational excellence.
The Pasco Fire Department has identified the following Pillars of Excellence:
The Pasco Fire Department has worked diligently to establish and monitor metrics proven to directly
impact the service level and value provided by each respective pillar. This process is viewed as an
ever evolving and adapting, dynamic effort; by no means are the current metrics deemed as
comprehensive or representative of department service, health, or value in totality. The opportunity
to review the metrics for applicability and/or changes continues. The current Records Management
System (Image Trend Elite) has been in place for just over three years. The system has a dynamic
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and responsive reporting capability allowing better and consistent monitoring of the metrics. The
dynamic reporting capabilities of Image Trend allows for very quick review and evaluation of our
metrics which allows issues and performance to be addressed quickly. This allows for better
feedback to crews inputting data to ensure good data integrity, which results in better evaluation of
the metrics. Many iterations of the reports and metrics are still in review to measure and guide the
decision process for operations and better customer service – which is foundational to our service.
The use of an online dashboard program that gathers data directly from our dispatch software
(computer automated dispatch - CAD) and then translates it into easily visualized information in a
website that allows instantaneous drill down ability of the data provides immediate feedback. This
system, known as NFORS, is one of the key elements in the management and analysis of performance
metrics. This system has assisted in identifying data anomalies and immediate feedback on overall
system performance.
The following chapters of this report review in detail the latest approach in metric collection,
inclusive of the respective results and analysis for 2021, set forth by the five primary pillars of
excellence as identified specific to the City of Pasco. Using the pillars of excellence and the enhanced
reporting capabilities of the records management system (RMS), this report outlines how well the
data support and prove the worth of each of the specific areas of performance. The other important
aspect of this report is the suggested areas for improvement and incorporation of changes outlined in
the Strategic Plan and the updated Master Plan. The key to understanding the current level of
performance is understanding the inputs and what impacts the ability of the department to achieve
excellence. With the enormous and continued growth the city is experiencing, the challenge is to
manage the performance of the department without getting left behind by the growth.
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FIRE DEPARTMENT ORGANIZATION
Page 11 ORGANIZATIONAL OVERVIEW
Core Purpose:
Identify and define the scope and missions of the fire department
Page 11 PERSONNEL OVERVIEW
Core Purpose:
Identify and define administrative and operational positions within the fire
department
Page 13 APPARATUS
Core Purpose:
An overview of existing apparatus, locations, and minimum/maximum staffing
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Organizational Overview
The Pasco Fire Department is an all-hazards career response force that provides Fire (urban
structural, wildland and vehicle), Advanced Life Support Emergency Medical Services (EMS) care
and transport, Hazardous Materials, Technical Rescue (high and low angle rope, confined space,
trench, swift-water, structural collapse, and vehicle/machinery), and Aircraft Rescue and Fire
Fighting (ARFF) services to the community. The fire department responds from four fire stations to an
average of 6116 calls for service per year (2017-2021) (a 7.8% increase over the previously reported
5670 average calls for 2016-2020). The city is divided into four primary station response areas. Each
response area is further sub-divided into both emergency service zones (variable due to station
location) and static fire management zones.
It is important to note that most uniformed members of the department are cross qualified in other
disciplines such as incident command, technical rescue, aircraft rescue and firefighting, hazardous
materials, public education, fire investigation or hostile response. The U.S. Fire Department Profile –
2019, completed by the NFPA Fire Analysis and Research shows in table 6 the median rates of career
firefighters per 1,000 people by region and population protected. The West Region (13 states) for the
cities with a protected population of 50,000 to 99,999 has a median rate of 1.05 firefighters per
thousand population. The current ratio of line firefighters to population served in the City of Pasco is
0.94 firefighters, which is a slight decrease from 2020 by 0.03 driven by the population growth for the
city. No positions were added to line staff during 2021, but there was reduction due to retirements.
This ratio should be monitored as the city continues to grow so not to allow a slide backward in
staffing compared to population.
PFD earned a Public Protection Class 3 from the Washington Surveying and Rating Bureau (WSRB) in
2018 – achieving and surpassing a key City Council Goal. The rating is the benchmark for many
insurance companies in determining their insurance premiums for privately insured properties. The
higher the rating, the greater likelihood of insurance premium increases. The WSRB rates four major
categories: Fire Department (40% of total score), Water Supply (35% of total score), Fire Safety
Control (16% of total score) and Emergency Communications (9% of total score). Each major
category contains several subcategories. The total points issued in these areas is combined to
provide a rating of a scale of 1 to 10, in which 10 is equal to being without fire protection and 1
representing the best fire protection available. The next rating update is scheduled in 2023.
Personnel Overview
Organizationally, the department is divided into two distinct divisions: Administrative and
Operations. The Administrative Division staff typically work Monday through Friday while the
Operations Division staffs fire stations 24 hours a day. The organizational structure of PFD is shown
below. Specific information for each position can be found in Appendix A.
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The Operations Division is managed and supported by the Administrative staff. The Operations
Division employs 75 qualified all-hazards line personnel (the Port of Pasco provides six of these
personnel for coverage of the airport via a contract for ARFF). These personnel are divided into three
operational shifts (A, B and C Shift) of 25 personnel each working a 48 hour on-duty, 96 hour off-duty
rotation (48/96). A separate D Shift consisting of 2 Firefighter positions can be staffed if personnel are
available. The purpose of D Shift is to account for low staffing occasions that would normally result in
overtime; however, this shift was not filled in 2021. The firefighters are provided 15 (1 per pay cycle)
annual Kelly Days to maintain an average 49-hour work week and comply with the Fair Labor
Standards Act (FLSA) 7K standard. An on-duty Battalion Chief manages each shift and is supported by
the administrative staff. All suppression employees from the Battalion Chief down through the ranks
are covered in a collective bargaining agreement (represented by IAFF Local 1433). The span of
control is within the industry standards of 1:6.
The department is organized into the following groups – 1: Planning and Administration and 2:
Operations and Logistics. The Planning and Administration Chief oversees Community Risk
Reduction (including the Pasco Resource Navigator Program), Fire Investigations, Cooperative
Agreements, Strategic Planning, Computer systems (hardware and software), Budget preparation
and reporting and Performance Reporting. The Operations and Logistics Chief oversees Training,
EMS, Special Operations, ARFF, Daily Shift Operations, Safety and Logistics.
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The fire department functions in the scalar command structure for emergency operations and is
functionally project-oriented for day-to-day routine operations. The functional program management
structure is circular in that the process owner (administration) is in the center, surrounded by the
many routine program activities required to maintain emergency operational readiness. The
department defines programs as “on-going activities/tasks with regular budgetary considerations”.
Examples of programs are: Training, EMS, Hazardous Materials, Technical Rescue, Aircraft Rescue
and Firefighting (ARFF), etc. Projects are defined as “limited in time duration and may or may not be
supported by budget”. Examples of projects may include deployment plan updates, pre-fire
planning, ladder and hose testing, recruit academy, etc. Senior mid-level managers are typically
assigned to program and project management and have authority of scope, schedule, and budget for
the program/project. The processes are interdependent allowing for better and faster decisions and
subsequent implementation.
Chief Officers and senior Captains usually manage “programs” and are responsible for the scope,
schedule, and budget of the program. Mid – level managers (Captains and Lieutenants) or subject
matter experts (SME’s) usually manage “projects” and are supervised by Chief Officers. Project
managers are responsible for schedule and budget.
Apparatus
The PFD operates a wide variety of apparatus to deliver emergency services to the community. The
table below outlines by station the apparatus and staffing associated with each station at the end of
2021. The relocated Station 83 and relocated Station 84 has resulted in several apparatus and
specialty team moves in September 2021. To meet the basic response requirements, a minimum daily
staffing of 19 personnel is required. There are two dedicated personnel of the 19 each day to provide
aircraft rescue and firefighting (ARFF) delivery out of Station 82 under contract with the Port of Pasco
at the Tri-Cities airport.
Due to the variety of apparatus and equipment, dedicated staffing for all apparatus is not possible,
nor required for all types of incidents. Cross staffing of apparatus allows the flexibility within daily
operations to meet the needs of the community based on the type of incident response required while
considering budget impacts and resource availability. Cross staffing of apparatus indicates that a
crew will take the appropriate apparatus for the incident type. An example is the Ladder and Rescue
Truck at Station 84. For any fire related incidents (structure, dumpster, vehicle), the crew responds in
the Ladder, leaving the Rescue Truck in the station.
Station Apparatus Staffing Max/Min
Staffing
Station 81
310 Oregon Ave
1 Type 1 Engine
1 Type 2 ALS
Ambulance (Medic)
1 Type 6 Engine
1 Type 4 Rescue Boat (in
Marina)
I Type 4 Spill Response
Boat (in Marina)
1 Captain & 1 Firefighter
1 EMT & 1 Paramedic
Cross Staffed
Cross Staffed
Cross Staffed
Minimum = 4
Maximum = 7
Station 82
3502 Varney Lane
Airport Station
1 Type 1 Engine
1 Type 2 ALS
Ambulance (Medic)
2 Type 1 ARFF (Port of
Pasco)
1 Captain & 1 Firefighter
1 EMT & 1 Paramedic
1 Lieutenant & 1
Firefighter
Minimum = 6
Maximum = 7
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1 Type 2 Water Tender
Second ARFF is cross
staffed
Cross Staffed with
Engine
Station 83
7510 Sandifur Blvd
1 Type 1 Engine
1 Type 2 ALS
Ambulance (Medic)
1 Type 6 Engine
1 Type 2 ALS
Ambulance (Reserve)
1 Captain & 1 Firefighter
1 EMT & 1 Paramedic
Cross Staffed
Minimum = 4
Maximum = 6
Station 84
4920 W Court St
1 Command Vehicle
1 Type 1 Ladder
1 Type 2 ALS
Ambulance (Medic)
1 Type 3 Heavy Rescue
Staff Vehicles
1 Type 1 Engine
(Reserve)
1 Type 2 ALS
Ambulance (Reserve)
1 Battalion Chief
1 Captain & 1 Firefighter
1 EMT & 1 Paramedic
Cross Staffed with
Ladder
Fire Chief
2 Deputy Chiefs
Training Officer*
EMS Officer
CRR Officer
Administrative Assistant
EMS & Training
Assistant*
Resource Navigator
Minimum = 5
Maximum = 7
Staffing does
not include
Administrative
Staff
Fire Training
Facility
1011 E Ainsworth St
1 Type 1 Engine
(Reserve used for
Training)
Staff Vehicles
Training Officer*
EMS & Training
Assistant*
No staffing
requirements
* The Training Officer and the Assistant Training/EMS Officer are listed at both Station 84
(Administration) and the Fire Training Facility due to splitting time between the locations depending
upon the activities scheduled.
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OPERATIONAL READINESS
Page 16 TECHNICAL COMPETENCE
Core Purpose:
Ensure staff is properly trained, healthy, and capable of peak performance at all
times. Measure and monitor personnel qualifications to Washington Surveying and
Rating Bureau (WSRB) standards for the achievement of 2020-2021 Council Goals.
Metrics Measured:
International Fire Service Accreditation Congress (IFSAC) Qualifications, Training
hours, Length of Employment, Retirement Eligibility
Page 21 APPARATUS RELIABILITY
Core Purpose:
Ensure fleet and equipment is capable of meeting performance demand. Monitor the
availability and condition of assets, anticipate and plan for future needs.
Metrics Measured: Fleet Age, Maintenance Costs, Out of Service Time, Unit
Utilization Costs
Page 26 CALL VOLUME/TEMPORAL TRENDING
Core Purpose: Monitor event type trends, recurrence, and location, to improve
resource allocation and training needs.
Metrics Measured: Call Volume and Types, Geo-Spatial Concentrations, Temporal
Statistics
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TECHNICAL COMPETENCE
Member Qualifications
The Pasco Fire Department utilizes standards set forth by the International Fire Service Accreditation
Congress (IFSAC), recognized by the WSRB and the Washington State Fire Marshall’s Office, as a
benchmark for measuring individual professional qualifications. The completion of the IFSAC
certification process, from Firefighter I through Fire Officer II, represents over 700 hours of instructed
training and associated third party evaluated testing of knowledge, skills and abilities. Most of the
effort of obtaining the Firefighter I and II certifications is occurring in recruit academy, as those
certifications are obtained during academy and prior to assignment to shift. There are only minimal
active personnel without those certifications and over the next few years will retire. The ongoing
effort continues to be at the Fire Officer level – Fire Officer I & II – and will be part of the officer
development program being developed. Fire Officer certification is required for promotional testing,
so the incentive for those advancing their careers is in place. The reduction in the Fire Officer II and
limited gains in Fire Officer I are related to personnel that retired during 2021 and are no longer in
the base counts. At this point, there remain only 2 personnel of the 50 line firefighters that have not
obtained Firefighter II certification. Those two individuals have additional training requirements to
meet the WSRB minimum.
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Annual Training Hours Completed by Shift
Average Training Hours Per Staff Member
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Training hours is one of the key performance metrics, not only because it can easily be tracked by
employee, but it also directly affects the WSRB rating. WSRB requires 240 hours of training per year
per employee to achieve maximum rating. These training hours shown in the charts on the previous
page include the all-hazard service delivery elements, i.e. technical rescue, EMS, wildland, etc. as
well as firefighting skills. The total number of hours is indicative of a department that prides itself on
doing the best job possible and maintaining operational excellence.
Another item to consider with training hours was the number of hours for new hires. The charts for
this year were updated to remove the recruit school hours from the shift training hours, as the recruit
school does not occur based on shifts. This dropped the total hours and the average hours per
member, but the data still shows a very high level of training occurring by all shift personnel. By
removing the recruit school training hours, the metric is more representative of daily operational
training for line personnel. The typical recruit completes approximately 580 hours of training during
the 16 weeklong recruit academy.
The expected baseline for training hours established by WSRB is 240 hours (20 hours per month),
which does not include any special operations or EMS elements. The hours can be reduced by a
percentage based on IFSAC certifications to 120 hours per year (10 hours per month) if the firefighter
holds a Firefighter II certification. By reducing the required basic firefighting training hour
requirements, additional special operations training can be completed allowing for a wide variety of
service delivery while maintaining the basic skills of firefighting. The target hours per staff member
is set at 200, based on the lower end of the WSRB hours and other specialty training outside of the
WSRB requirements. With the 95% of line staff having Firefighter II certifications, the target could be
set as low as 120 hours per year, but that would miss the specialty team training and EMS training that
WSRB does not factor into the training requirements. No adjustment in the target should be made at
this time due to the lack of trend based on the performance over the last 3 years.
Pasco Fire Department Length of Employment
The length of employment remains concentrated at the 10-year or less mark, which is a slight
increase over the past few years where the concentration had been at the 5 year mark. Contributing
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factors include new-hire staff increases associated with the opening and staffing of Station 84 four
years ago and replacement of retiring staff. Pasco Fire has hired 21 people in the last 4 years,
resulting in the tilt towards a lower length of employment. What this chart does not represent is the
individual firefighter’s years of firefighting experience due to lateral/experienced firefighters being
hired, it does represent the potential for lack of intricate knowledge of the city and its associated
characteristics and operations. This also demonstrates the potential for losing knowledgeable
personnel in the future as longer tenured members begin to retire, especially as those over 20 years
become eligible for retirement. The transfer of information from long term employees to new
employees is key to maintaining operational effectiveness and situational awareness and is a constant
struggle throughout the fire service. On a financial impact consideration, the number of personnel
with larger accrued leave payouts available continues to be monitored during budgeting processes.
Department Age Grouping
The above graph represents a healthy normal curve, indicating a good blend of staffing regarding
age and experience, department wide. There are discussions about lowering the minimum age to 18
instead of 21, which would impact the bottom end of the profile. The profile of our department is
consistent with the NFPA Survey of Fire Departments for U.S. Fire Experience, 2019 when looking at
mostly career departments protecting a population of 50,000 to 99,999. PFD has a slightly lower
percentage of the 20 -29 age group (11% versus 21%) and a slightly higher percentage of the 50 -59
age group (20% versus 18%). With the expected retirements and additional staffing needs driven by
growth, a shift of the curve towards the center to left over the next five years is predicted.
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Eligibility for 2022 Retirement
The planning of replacing key personnel, either by position or by specific knowledge, is very
important. To minimize transition strain, review of the potential for pre-retirement hiring/training and
succession planning is key. As part of the Strategic Plan update, succession planning was identified
as a key initiative. This initiative will help the department prepare the future leaders of the
department by identifying and providing training and experience for those individuals ready to move
up the leadership ranks. A review of the level of leadership and staff eligible for retirement reveals
that several key positions are currently eligible to retire, including: Fire Chief; 2 Deputy Chiefs; 2
Battalion Chiefs; 3 Captains; and 1 Lieutenant. Statistically stated, 100% of the Uniformed
Administrative Chiefs, 67% of the Operational Chiefs, 25% of the Station Captains, and 11% of the
21%
32%
29%
18%
0%
5%
10%
15%
20%
25%
30%
35%
Under Age 30 Age 30–39 Age 40–49 Age 50 and Up Total
NFPA Age Group
Percentage
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Company Officers are eligible for retirement. In addition, there are 4 firefighters eligible for
retirement, which will increase over the next few years.
With the current retirement eligibility and looking at the next five years, there are about 30% of the
will be able to retire. This is being planned for along with the increased need for staffing for growth
management. The department is putting together a recruitment effort to ensure that enough quality
applicants are informed of upcoming hiring. Additionally, several officers are working on an officer
development program to prepare both current and future officers are prepared for the challenges
that will be encountered with the growth of the department.
APPARATUS RELIABILITY
Cumulative Fleet Age versus Total Fleet Life Expectancy
The overall age of the fleet remained relatively stable in 2021. The wildland apparatus status did
improve in 2021 as the unit scheduled for replacement in 2020 was completed, although it was late in
the year due to delivery delay of some critical parts. The pandemic also slowed the replacement of
the Battalion Chief vehicle (part of the Utility/Staff) planned in 2020, and this has not happened in
2021. The replacement this vehicle in 2022 will occur in June due to inability to purchase vehicles
without significant delays. Pasco Fire has taken an aggressive stance towards fleet management and
identifying options to maintain an effective fleet. In 2021, efforts to review the fleet replacement
schedule and management has been key piece to keeping up with growth and maintaining the WSRB
rating. One option that is being reviewed for both staff/utility vehicles and engines is the lease
option. A plan was put together in early 2022 to replace many of the staff vehicles with leased
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vehicles that will ensure both adequate and in service vehicles. The option to lease engines is in
review and a plan has been put together to address the additional engines for new stations is in place.
Maintenance and Fuel Cost by Vehicle Category and Type
The costs associated with maintaining and fueling apparatus by category is shown in the chart above.
The apparatus remained consistent for 2021. The concern identified by this information is the high
costs associated with the Engines. This is due to a series of events and resulting repairs on one front
line engine, as there was about $55,000 in costs associated with replacing the motor. Removing that
single cost for that engine, the remaining cost is similar to the other front line engines (average of
$28K/engine annually). The costs encountered in 2021 across the fleet were not out of line with
expectations, with the motor replacement removed. It is anticipated that the costs will remain about
the same with increases as the fleet grows in conjunction with the addition of stations. One thing to
note is the lack of costs associated with the ARFF apparatus. Since these costs are managed by the
Port of Pasco via the Tri-Cities Airport, this element is not reported. Since City personnel do operate
the ARFF units, we do have some impact on the maintenance of the apparatus. The relationship
between the Port /Airport and the city is key to ensuring the reliability of the ARFF apparatus.
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Vehicle Utilization in Miles versus Cost per Mile
Change in mileage represents effective use of apparatus. The graph’s secondary axis – cost per mile
– is calculated by material, labor, and fuel costs for a given year, per vehicle. A greater cost per mile
and lesser change in mileage represents either inadequate use or a deteriorating effectiveness of a
given apparatus. The expectation is to trend the cost per mile over time and at a certain threshold
replace an apparatus when repairs outweigh the reliability of the apparatus. The two charts above
show the cost per mile versus maintenance cost, allowing a year to year comparison. The chart does
show two very high cost per mile units – E2861 and T2822. The planned replacement of E2861 in 2021
with a new vehicle should reduce that cost per mile in 2021. T2822 shows a high cost per mile, but
that apparatus has such a low annual mileage increase, any cost will remain higher than “normal” and
does not indicate it should be replaced any time soon. The overall maintenance of apparatus is part
of ongoing discussions between Public Works (who supervise the City Shops) and Fire and address
expectations and better communication between the department groups. The relationship between
the City Shops and line staff has been assigned to a single Battalion Chief, facilitating better
communication. Streamlining maintenance requests using the records management system (RMS)
Image Trend, allows better reporting of issues along with accountability for both City Shops and Fire
personnel, with status of the maintenance requests being updated on a consistent, almost daily, basis.
In the above chart, the apparatus is identified by the radio call sign, i.e., E2811. Units that start with an
“E” are engines, “M” are medics (or ambulances). L2814 is the Ladder truck. “CH” and “BC” are
chief officers and battalion chief, while the “UT”, “TO”, “MO”, “PIO” and “PRN” are staff vehicles
used by day shift or other staff assignments.
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Apparatus Out-of-Service (Maintenance) Time
The above chart indicates a significant increase in maintenance hours associated with Fire Apparatus
maintenance. The cause of the increase is based on the amount of work that was done back in the
City Shops, as there was a significant amount of work that was outsourced to vendors due to a variety
of issues in 2020. There is still a certain amount of work that is outsourced, but Shops has been able to
complete much of the work in 2021. As apparatus systems become more complex with additional
electrical and emission controls, additional hours troubleshooting issues is required as well as
outsourcing to qualified personnel working on specific systems.
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Unit Hour Utilization
Unit hour utilization measures the amount of time (by percentage of the day) a unit is committed to an
incident. Historically, a Unit Hour Utilization (UHU) greater than 25% indicates a potential for
employee exhaustion issues and negatively affects station and unit reliability. The Center for Public
Safety Excellence/Commission on Fire Accreditation and the Pasco Fire Department Master Plan
suggests a need for additional equipment and staffing support as UHU rates reach 25%. The chart
above shows the changes over the four prior years. With the new Fire Station 84 apparatus
assignments were changed between Station 82 and 84. E2812 is shown for 2021 and represents the
commitment time from September 28 to the end of the year. The same is true for L2814 and R2834, as
they moved to Station 84 from Station 82. The combined commitment time of L2814 and R2834 is used
for the basis of comparison to the 25% action level, as these are cross staffed units. At this point, none
of the apparatus has reached the level of any action, with the highest UHU at just under 14%. The UHU
metric is a supporting element to response times, which should be looked at in addition to concurrent
calls (where other stations cover the initial station call).
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CALL VOLUME/TEMPORAL TRENDING
Call Volume by Call Type
Pasco Fire reports its incident response data monthly to the National Fire Incident Reporting System
(NFIRS) via the Washington State Fire Marshall. Reporting to NFIRS is one of the requirements to
receive Federal Grant monies such as the Staffing for Adequate Fire and Emergency Response
(SAFER) and Assistance to Firefighters Grants (AFG) programs that Pasco has been awarded and
applies for each year. The chart above shows the general categories of responses grouped by NFIRS
category. The Pasco Fire Department statistically aligns with national and regional ratios for
departments that operate an Emergency Medical Service (EMS). Historically, responses to EMS calls
(NFIRS Codes 321 and 322) comprise 75-80% of Pasco’s emergent call volume (an in-depth study of
these event types is discussed later in this report). While not shown in the EMS portion in the chart
above, a portion of the Service Calls (550 and 554) are related to EMS responses – community health
(PRN calls) and lift assists. Fires and other emergencies represent between 20-25% of total call
volume. The total number of incidents during 2021 was 7342, which represents a 18.5% increase over
2020. The 18.5% increase is unprecedented, and a similar increase was seen by agencies in our area.
The underlying cause of the increase is not clear, although it may be related to the public coming out
of the COVID restrictions.
EMS and Fire calls represent the highest cost risk of emergency service provisions within the City of
Pasco. EMS drives cost by volume, while Fire response by resource demand. The fire department
continues to monitor these specific event types (and others) to identify trends, costs, and alternative
strategies. Based on trends observed other programs are put in place to attempt to influence the
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community actions either by prevention or direction to other resources. These programs are
discussed later in the report.
Call Volume Concentration
The 2021 Call Volume Concentration heat map above identifies call locations for incidents that Pasco
Fire Department was dispatched to in the map area. The legend indicates the number of calls in a
specific area relative to the size and color of the circle. The larger and darker the color of the circle,
the higher number of calls in that area. The large purple circle in the center of the city represents two
of the retirement/assisting living facilities. Those occupancies drive a large number of calls at two
individual addresses, unlike the spread out calls in the northwest portion of the city. The
concentration of calls in the downtown area is shown by the larger circles, as there is a higher
population density driving additional calls for service. The heat map is from the NFORS data
visualization program that gathers data from our dispatch center. NFORS is a web-based program
that is interactive, so information can be drilled down interactively for further analysis using near real
time data. Efforts continue to build additional reporting visualizations to aid in quickly identifying and
responding to trends, either positive or negative.
A different chart of incidents is shown in the figure below. This information is from the dispatch
center and shows the Emergency Response Zones associated with each station. The takeaway from
both the call volume charts indicate there are two distinct areas of incident concentration – one in the
northwest portion of the city and one in the south-central area. Continually analyzing the call volume
concentration in combination with the earlier Unit Hour Utilization performance drives placement of
stations and associated staffing.
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With the relocation of Station 83, the areas north of Interstate 182 have been better served with
shorter response times at the slight expense of response times in the areas south of the interstate
(labeled as 852 in the map). The lack of road infrastructure crossing Interstate 182 limits the routes
from the relocated Station 83, which also provided an issue prior to the move. As the City of Pasco
updates the Traffic Improvement Plan (TIP), the Fire Department is consulted for recommendations to
address response impacts and limitations. The 2022 TIP includes a Road 76 overpass which will assist
in response times to the south of the interstate.
Land has been purchased for future Station 85 located near the intersection of Maple Lane and Road
100 and design of the station has been awarded to TCA Architecture, who also designed Stations 83
and 84. Additionally, other improvements in support of future Station 85 are in progress. In
anticipation of growth, a SAFER grant request was submitted for staffing at Station 85 in both 2020 and
2021. The 2020 SAFER grant was unsuccessful, and to date there have been no awards for the 2021
grant cycle. The SAFER grant awards will begin in July 2022. Further analysis of call volume versus
occupancy at locations will determine when additional resources (stations or apparatus/crews) are
needed, especially as growth continues.
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Population Density
Population densities, as referenced in the visual map above, are represented by darker shading, the
darker the shading, the higher the density. The map above comes from a product that Pasco Fire
subscribes to called mySidewalk. The interactive website is used for Community Risk Reduction as
discussed later in the report. The latest population information from Washington Office of Financial
Management (OFM) reflects a City population of 78,700 with a density of 2317.5 people per square
mile, continuing the year over year increase. The OFM data shows Pasco at 16th in Population Rank of
Washington cities, which has been consistent since 2012, and 87th in Population Density Rank.
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Geospatial analysis of both data sets indicates higher call volume occurring in areas experiencing
increased population movement, and secondarily, areas of greater static population density. The
chart below shows incident count by the census blocks, which was from the NFORS dashboard
application. The incidents by Census Block have remained consistent over the last three years with
the south central portion of the city (the darkest shaded area) being the highest incident volume. This
is consistent with a higher population density. Additional information can be found using NFORS for
further analysis and can be combined with other information discussed below.
2021 Incidents by Census Block
There is also information provided regarding Social Vulnerability Index (SVI) in both the NFORS and
mySidewalk programs, as shown in the figure below. Social Vulnerability Index is a measure
developed by the Centers for Disease Control (CDC) that primarily uses relevant fields from the
American Community Survey (ACS) to identify census tracts where the population is vulnerable to
disasters. SVI is measured on a scale from 0 to 1 with 0 being the least vulnerable and 1 being the
most vulnerable. The chart below shows the SVI for Pasco. The darker shades of indicate a more
vulnerable population.
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Data from NFORS and mySidewalk will be used to update the Community Risk Assessment (CRA)
which was last updated in 2017. The updated CRA will then provide a path forward for the CRR
programs.
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Call Volume Temporal Trending
The charts shown below are more for general interest and comparison between years only. The call
volume is something beyond the control of the fire department, except for implementing programs to
prevent incidents from occurring which are discussed later in the report. There are elements of the
temporal trending that can be used for analysis of peak demand staffing or supplemental staffing
during certain times of the year, especially when used in conjunction with other data elements. To
date, none of the trends have identified the need to implement these programs. One interesting
element is the lower call volume for Saturday relative to other days, where Tuesday has been the
busiest day of the week.
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Call volume is concentrated during times of significant population activity and movement, typically
during daylight and evening hours and warmer months. While the information presented in these
charts are interesting, this information, the Unit Hour Utilization and response times should be the
basis for determining peak staffing requirements and implementing corresponding programs. One
aspect of operation that can be identified is the use of a “Peak Demand Unit” (PDU) that is staffed
during peak call volumes. If this were implemented, the time between 9 am and 10 pm would likely
be the time for the unit to be in service. A PDU consists of an ambulance with a paramedic and EMT to
assist with the concurrent calls. The call volume by hour chart above uses the military time stamp
(0000 equals midnight, 0100 equals 1:00 am, etc.).
Overlapping Call Volume versus Total Call Volume
Overlapping calls are calls that occur while primary response units (the units that are normally
assigned to the station area) are engaged on a prior emergency. Overlapping calls lead to longer
response times, challenging the ability to meet the Council Goal of maintaining the 6 minute travel
time. Overlapping call volume percentage is displayed on the graph’s secondary axis, in
combination with total calls represented on the primary axis. As the overlapping calls increase, the
impact on the remainder of the city increases to the point where service delivery is diminished. With
the ability to use automatic aid to assist in responding to the overlapping incidents, some capability is
maintained. As mentioned earlier, though, other agencies also experienced increased call volume
indicating that the reliability of those units is less than ideal.
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Call volume continues trending upward year over year with 2021 showing a very high 18.5% increase
over 2020 and just over a 50% increase during the last 5 years. The continued increase in call volume
will result in additional overlapping incidents as is shown on the chart above. The second chart
shows the incidents per capita, which remained steady or minimal increase for four years and then a
marked increase in 2021. As additional stations are added and call volume increases, the likelihood
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of the overlapping calls continues to grow. The key is monitoring the locations of overlapping
incidents and associated out of service resources and add either apparatus and staffing to current
locations or additional stations as growth occurs. If the overlapping calls are concentrated in a
specific area, then adding additional resources to the station that covers that area will assist with
response time issues. Using overlapping incidents in conjunction with Unit Hour Utilization metrics
will assist in identifying target points to add the resources to stations if the location is within coverage
areas of existing stations. With the increased overlapping incidents, response times for first arriving
units can be affected as well. This becomes an issue when first due stations are busy, and a second
call happens in their area. The second due station has a longer response time, affecting the
performance related to the 6-minute travel time goal.
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Response Time by Fire Management Zone
2019 Response Time Data by Fire Management Zone
2020 Response Time Data by Fire Management Zone
2021 Response Time Data by Fire Management Zone
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The images on the previous page show the percent compliance to the 6-minute travel time based on
quarter section areas of the city (Fire Management Zones, or FMZs). The areas of red indicate
meeting the 6-minute travel time less than 70% of the time, while yellow indicate 70 to 89.9% and
green 90% or greater. The overall goal is to achieve the 6-minute travel time 90% of the time
throughout the city. The central portion of the city continues to be covered well as shown by the
green areas. Several of the yellow areas in the central part of the city are on the cusp of making the
90% metric, with only a few of the incident travel times outside of the 6 minute limit. Many of the areas
on the cusp of compliance can be related to the lack of a well-connected transportation system.
Getting units from Station 81 to the west is tricky due to the railway that bisects the city. The currently
in construction Lewis Street overpass will have a positive impact as it will have a greater capacity for
traffic compared to the current underpass/tunnel, allowing a better response route. The west area of
Pasco continues to experience delayed response due to longer travel distances from existing stations
as well as longer apparatus response distances from other three fire stations. The overlapping
incidents typically drive the need for stations to cover each other, resulting in longer response time.
The overlapping incidents continue to be an area of concern and remain at a high level as discussed
earlier in the report.
With the relocation of Station 83 from Road 68 and Argent to Road 76 and Sandifur in January 2021, the
response time to incidents above Interstate 182 has already decreased, as the concentration of the
red areas is greatly decreased. However, there was a significant increase in response time to the
south of Interstate 182, as response routes from Road 76 and Sandifur is either to Road 100 or via Road
68 south. One is a problem due to distance, while the other is impeded by traffic volume. While
visually not desired, the impact is lowered since the overall number of incidents south of Interstate
182 is less than compared to north of Interstate 182. This impact will be addressed by future Station
85, as it will be in the middle of the red area east of the intersection of Maple Drive and Road 100. For
the northeast portion of the city, Station 87 will be located on Capitol Avenue on the northwest corner
of the Autozone property to assist with travel distances in the industrial area, as that area is well
outside of the 6-minute travel time. With the increased development planned in the industrial area
and northeast portion of the city limits, the new station will allow the central and east (current Station
81 area) to remain covered.
The goal for the six-minute travel time is one of the key metrics that serves as the guiding principle as
more development occurs. Fire Administration staff has worked with the GIS department to maintain
drive time maps and identified areas of concern and best locations for stations as infrastructure is
planned based on growth. Staff will continue to analyze travel and response times by Fire
Management Zones (which remain unchanged) to quickly identify areas of concern quickly and
address issues by adjusting response plans and station coverage areas. Fire Staff will also work with
the planners to consider how to best maintain response routes.
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COMMUNITY WELLNESS
Page 40 PATIENT DEMOGRAPHY
Core Purpose:
Understand community demographics and inherent target risks to better plan and prepare effective
programs and emergency responses.
Metrics Measured: Resident Age, Average Patient Age
Page 40 MEDICAL EMERGENCY
Core Purpose:
Measure, analyze, and adapt operational processes to achieve and maintain optimal outcomes. The
Pasco Fire Department, in cooperation with the WaCARES program, report and annually develop
survival statistics for Cardiac Events. Review reports provided by Washington EMS Information
System (WEMSIS) for patient care reporting.
Metrics Measured:
Cardiac Events and Outcomes, Behavioral/Mental Health Response, Drug and Alcohol Emergencies,
EMS Responses, WEMSIS quality improvement measures
Page 52 FIRE EMERGENCY
Core Purpose:
Measure, analyze, and adapt operational processes to achieve and maintain optimal performance.
The Pasco Fire Department reports all fire activities using the National Fire Incident Reporting System
(NFIRS).
Metrics Measured:
Structural Fire Occurrences and response, Structural Fire Cause, Fires by Type (Natural Cover,
Vehicle), Special Operations Responses (Water Rescue, Technical Rescue, Hazardous Materials,
ARFF)
Page 58 COMMUNITY RISK REDUCTION
Core Purpose:
Promote Community wellness, safety education, and transparency between Citizens and Department.
Develop a community assistance referral and education services (CARES) program to provide
community outreach and assistance to residents of its jurisdiction to improve population health and
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advance injury and illness prevention within its community. Determine impact of Pasco Resource
Navigator program on high utilizers of EMS resources.
Metrics Measured: Community Outreach Activities, Navigator (PRN) Client Contact
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PATIENT DEMOGRAPHY
The City of Pasco is home to approximately 78,700 residents, per 2020 Census data. Broken out by
age group, we find Pasco is comprised of a significant youth population (59% less than 35), but a
relatively small retirement and older population (~9%). The trend of direct correlation of call volume
to patient age continued in 2021 as it did in prior years. As patient age increases, the calls per
resident within the given age group also increase. In other words, about 2% of Pasco residents under
the age of 19 will require emergency medical services per year; about 4% of residents under the age
of 64; however, just over 25% of the population over the age of 65 will require EMS in a given year, on
average.
The information shows continued dependency of the 65+ population on 911 services for low risk
incidents, often considered routine care. High cost of service to such a small demographic segment
generally requiring non-emergent care indicates a significant opportunity for proactive community
paramedicine programs. The percentage of the 65+ population using EMS in 2021 increased from
22% to 25%, which had been constant between 2019 and 2020. PFD continues to work with several
organizations (Adult Long Term Care (ALTC), Senior Life Resources – Meals on Wheels, and
Consistent Care) to refer the high users of 911 to a supportive agency addressing the true needs of
the patients. In 2019, Pasco Fire teamed with Consistent Care and established the Pasco Resource
Navigator (PRN) program, with one person dedicated to the program for 2020 and 2021. The idea
behind the program is to identify the high utilizers of 911 for the “routine” care or other issues and
work with them individually to get the resources to them that will address the issues. This program
will be discussed in additional detail later in the report.
MEDICAL EMERGENCY
Cardiac Arrests
Cardiac emergencies are on average the costliest emergency medical service provided in Pasco,
with an average full-cardiac arrest scenario totaling about $2,000 (transport fees not included) based
on the equipment and drugs used in patient treatment and care. The Pasco Fire Department
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continues to monitor the frequency, cost basis, and demographics of cardiac events. The charts
below show information on cardiac arrest events by gender, age grouping and location. The location
of most cardiac arrests occurred in the home/residential setting, which is in line with what is
experienced in Washington State. One interesting note is the drop in the events for the 50 – 59 age
group. This appears to be an anomaly for this year, as previous years show higher events in this age
group.
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The Pasco Fire Department utilizes the Utstein Survival matrix to measure the success of medical
interventions for cardiac events. The Utstein matrix uses the following criteria to measure cardiac
outcomes:
• Witnessed by bystander and found in a shockable rhythm (ventricular
fibrillation or ventricular tachycardia)
• Received some bystander intervention (CPR and/or AED application)
Non-Traumatic Etiology Survival Rates
Overall 15.7%
Bystander Witnessed 22.7%
Unwitnessed 4.5%
Utstein 33.3%
Utstein Bystander 40.0%
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The citizens of Pasco benefit from a higher survival rate for cardiac events compared to national
average (as reported by the American Heart Association). As can be seen in the above chart, the
success rate varies widely from year to year. This is based on the criteria that is used to determine
which metric applies, as it is very complex and has many variables. One notable statistic that
supports many of our programs is the CPR intervention percentages, although it dropped by about 20
points over the last two years. This may be due to the location of the patient being in the home setting
and people not able or willing to do CPR on their family. The higher the CPR intervention, the better
the outcomes of patients. Due to this, the continuation of the “Hands Only” CPR program for all City
of Pasco Employees and general public is recommended so that even if the event occurs in a home,
someone has been trained and can take action. With the COVID restrictions limiting public activities,
the efforts to conduct additional CPR training will be emphasized in 2022. The use of the PulsePoint
phone application, championed by several organizations locally, should continue to be supported by
Pasco. The purpose of PulsePoint is to get citizens involved regarding sudden cardiac arrest to
positively affect patient outcomes. PulsePoint alerts citizens to incidents of cardiac arrests in public
locations to get willing people to start the survival process – early CPR and defibrillation.
Behavioral/Mental Health Related Response Metrics
Following up on the initial look at some patient metrics started in 2018, the information provided
below is part of what we review on a periodic basis and use to determine if there are operational
impacts, both from budgetary and resource use points of view. As we move forward with the earlier
described Pasco Resource Navigator (PRN) program, some of the statistics and other metrics will be
further refined to measure the impact of the program. As reported last year, the specific information
on homeless patients and alcohol and drug related emergencies is shown in the charts below after
the data related to falls. The reason for the tracking of patients that have fallen is of interest is that
falls, especially in the elderly population, can lead to a significant change in life status due to injuries
that occur during a fall. In some cases, a fall resulting in a broken bone (typically a hip or femur) for
an elderly patient can ultimately lead to their death.
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As shown in the above chart, there are several patients that experience injuries related to falls.
Comparing the last three years of data, the only trend that is obvious is the injuries related to falls in
older individuals increases. The number of patients encountering injuries related to falls increased
again from 157 in 2020 to 201 in 2021. The older patients incur the fall related injuries due to loss of
balance or weakness, which may be because of other medical conditions. With the obvious trend,
this set of data may be the basis for additional research which may lead to other metrics for future
reporting. The relevance of the trend is that patients are referred to the PRN program to assist in
preventing future injuries and for assistance to both prevent future fall related injuries or to address
issues associated with recovering from those injuries.
In addition to the injuries related to falls, there were another 252 (down from 283 in 2020) responses
for “Lift Assists”. Of these 252 responses, 10% (24) were in assisted living facilities, which was an
increase of over 50% from 2020. While not a large percentage of the responses currently, the call
volume for these types of calls is monitored to ensure the facilities are not using the 911 system to
supplement their staffing and associated work. These Lift Assists responses are to assist individuals
that have either fallen or are too weak to move from one location to another. While not considered
medical incidents, they sometimes are related to either previous fall injuries or other medical
conditions resulting in the weakness. Again, working with the PRN person, appropriate resources are
often identified to prevent the individual from using the 911 system for future help and assistance.
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Looking at the data in the above chart of primary impression of the homeless patients, there was a
significant increase in the number of homeless patients encountered – 269 versus 143 and 114. While
many of the reported issues are related to pain, either due to chronic issues or immediate injuries,
there were significant increases in the neurological and behavioral issues. The issue of pain
management leads to the next series of information on drug and alcohol use/abuse to deal with the
pain. Many of the other categories have additional patient information referring to either substance
abuse or behavioral issues. There was a large increase in 2021 of the Gastrointestinal issues seen and
is assumed to be directly related to removal of precautions related to COVID transmission.
Additional analysis is needed to determine what avenues are available to address the issues the
homeless population is encountering. One area that was explored, and remains a high priority, is
obtaining low barrier housing for the homeless population to assist them with substance abuse issues
and, in many cases, the associated behavioral issues. There are several groups that Pasco Fire is
working with to support housing opportunities and a low barrier housing complex is planned on
being built in 2022 which should address some of the patient’s wellbeing.
Drug and Alcohol Use
The information listed below follows our reporting of similar statistics from 2018. With the impact of
the COVID restrictions and associated behavioral issues resulting in increased drug and alcohol use,
the review of use of those substances is monitored for trends. PFD continues to work with Pasco Police
in supplying Narcan kits to PPD officers for quicker treatment of opioid overdoses, as the quicker the
Narcan is given, the better the patient outcome. Efforts to track and evaluate this program continue,
but no determinate metrics have been validated.
The chart below shows data of the alcohol and drug use indicators as recorded during patient
treatment. The data represent indicators based on standards identified at both the national and state
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levels. The indicators can then be used to identify trends over time, allowing resources to be applied
to address the corresponding/underlying issue for the patient. As trends are identified with specific
patients and help is requested, the patients are referred to the PRN program to direct them to the
proper resources needed. In some cases though, the patient refuses any help until the situation is
difficult to resolve.
The department responded to 338 drug/alcohol related incidents in 2021, which was up significantly
over the 219 in 2020. Of those 338 incidents, 64 of them had multiple indicators of use (i.e., patient
admitted use and paraphernalia was found at scene) This information matches other reports that drug
overdoses were up due to the pandemic and associated lockdowns. The average age for these
patients was 40.2 years old with the youngest patient being 14 and the oldest patient being 90. Males
continue to be the patients by a 2 to 1 factor for alcohol/drug related incidents (62% male versus 38%
female).
Other Emergency Medical Response
As part of the Records Management System (RMS) for incident reporting, there are several reports
that can be generated that show a variety of variables. Several representative reports are shown
below to show the capability of the system. With a full three years of data in the system, there should
be some reports and trending of data that become the standard for analyzing performance and
establishing changes. Some of the reports assist with our reporting to the National and Washington
State EMS information system (NEMSIS and WEMSIS), ensuring the data shared is correct and
reivewed prior to submission. With our current EMS officer retiring in June, the new EMS officer will
have input on the types of reports that should be reviewed on a regular basis to assist with better
patient care and outcomes and will be an area of focus for 2022.
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COVID 19 Impact
Entering 2021, the impact of COVID continued to be felt, as the extra requirements for personal
protective equipment (PPE) added stress to the crews and staff managing the stock/supplies. The
changes in protocols and tracking of exposures added to the workload of the EMS division. Tracking
of the everchanging case counts and variants provided additional information to keep the crews safe
and the public protected. Overall, Pasco Fire fared well during the pandemic with several of our staff
contracting the virus but none resulting in known long term issues. This is not to say that there may
not be future issues that arise, but this will be monitored as part of their annual physical evaluation. As
for the vaccination status, Pasco Fire did lose two employees because of the requirement to be
vaccinated. There were several others that were granted exemptions and continued to be vigilant
with testing and reporting to continue to serve in their roles.
Overall, Pasco Fire transported 1102 COVID positive or presumed COVID positive patients in 2021.
This made up a little less than a quarter of the 4641 transports for the year. With the number of
variants and changes to protocols, some of the extra PPE worn by EMS providers is now standard
precaution, just as gloves were implemented in the HIV/AIDS era. Additional equipment is now also
included in our base treatment that might not have been available without the changes in practices
and equipment provided through the COVID response funding.
WEMSIS Data Quality Improvement
As part of the data quality improvement at the state level, Washington Department of Health provides
updates to EMS agencies based on information gathered through the Washington EMS Information
System (WEMSIS). One of the main purposes of reporting the data is to ensure the continued
improvement of patient care and outcomes as well as identifying issues that can be addressed in
training or protocol changes. Quarterly reports are sent to agencies outlining the point deductions
for missing information. This information can be used to assist in gathering better data and improving
reporting, both at the local (individual patient) level and the regional/state level. Pasco works with
other agencies that use the same EMS reporting system to ensure the area is meeting the standards as
required by WEMSIS.
The table below shows the average score for EMS reports for each quarter. The goal is 100% score
with the 97% reported being consistent for the year. Additional information in other charts provide
the basis for improvement to achieve the 100% goal.
The table below is from the fourth quarter of 2021 and identified the top five data elements with the
most point deductions (number of records times the individual point deduction).
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Based on this feedback, the EMS reporting system (Image Trend) rules are reviewed to ensure the
data is being collected and working properly. The EMS reporting system allows local rules to be
implemented to require personnel to enter data before being able to complete the report. This
forces the data to be collected for situational circumstances, allowing for the reduction in point
deductions.
The table below is data from the 4th quarter of 2021, which shows the point deduction for the reports
for the quarter. After reviewing the quarterly report, the same five elements are still causing issues in
the EMS reporting system. The RMS Committee is working with Image Trend (software company)
and Washington Department of Health WEMSIS personnel to ensure the rules are working as
intended in Image Trend, as it appears no resolution has been achieved yet.
Pasco Resource Navigator Program
The Pasco Resource Navigator (PRN) Program was initiated in 2019. The initial program used a part
time Consistent Care employee working directly with Pasco Fire Department to assist patients
referred by field units. As mentioned earlier, the program is designed to reduce the use of 911 for
“routine” or non-emergency issues as well as identifying the high utilizers of the EMS system and
directing them to the proper resources to address their needs. There continues to be a certain
population that relies on emergency services for medical care, often related to one of several
conditions, including drug use, mental illness, and poverty among others. In 2021, the PRN Program
remained staffed with one full time position. However, Pasco Fire worked with Consistent Care (the
agency that Pasco Fire has teamed with to staff the PRN program) to apply for an intern position via
the Greater Columbia Accountable Community of Health (GCACH). The $50,000 grant was awarded
to Consistent Care and Pasco agreed to cover the costs associated with benefits for the full time intern
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position. Unfortunately, due to some staffing changes, the intern was unable to start in the 2021. The
intern did start in 2022 and will continue until July 2023.
The following data is based on patient referrals and overall outcomes of the situation. While most end
positively, there are still some people that refuse the help the program offers and still rely on
emergency services. Active cases are ongoing efforts to connect appropriate resources with the
individual, where the closed cases represent successful connection of those resources in creating a
stable environment for the person, although some cases do get closed due to the death of the client.
In 2021, there were 119 referrals, which is an increase of 105% over the 58 in 2020. The increase in
referrals shows the great need for the program to continue and the reason the grant was requested.
Disqualification is based on being an invalid referral, unable to contact the client or residency
requirements, as they do have to “live” within Pasco. The charts below outline some of the
information of the referrals for 2021.
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There are occasions that referrals either chose not to participate or are not able to be contacted. This
results in closing out of the referral with the understanding that additional attempts may be made in
the future. The “Other” reason for disqualification for participation is based on the individuals
wanting a specific type of assistance that is not readily available (cash request for rent) or other
agencies (such as Habitat for Humanity) had already addressed the issue.
Other aspects of success of the PRN program include the growth of the program into Richland, as
Consistent Care is working with Richland Fire and Emergency Services to hire a Navigator to work on
Richland specific cases. As that program is put in place in 2022, Pasco Navigators will work with them
on lessons learned. It is anticipated that Richland and Pasco Navigators will occasionally come across
the same client due to them moving based on personal needs and capabilities.
Additional data collection regarding patients and outcomes continues to be worked on in Image
Trend. Image Trend does have a Community Health module, which can be used to assist in tracking
data related to the PRN program. As this module is more fully implemented, additional reporting
information will be provided. The full implementation of the Community Health module is planned for
2022. Additional information regarding reduction in calls to 911, avoidable emergency room visits,
and Medicaid dollars avoided will be gathered to show the impact of the PRN program, as outlined in
the CARES legislation (RCW 32.21.930).
FIRE EMERGENCY
Residential Structural Fire Event Type
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Analysis indicates a significant portion of Fire call volume in both types of residences is false alarms,
many related to smoke alarm activation due to cooking (burned food). The False Alarms in both multi-
family and single family residences dropped slightly compared to 2020. The cooking fires and
structure fires decreased compared to 2020, but not significantly. One of the surprising increases
were the Trash/Other fires in single family residences increased significantly, although still a
relatively small number of total incidents. This may be attributed to people not understanding the
burning regulations in the city limits that allows only blown in tumbleweeds to be burned. The
expectation is that the crews educate the occupants regarding the burning regulations and only
involve enforcement if problems are encountered.
With the decreases in the cooking and structure fires, the importance of remaining vigilant with the
Community Risk Reduction program is highlighted. The programs discussing cooking fires and
working smoke alarms in the residences continue to pay dividends as the number of residences
continue to increase in the city, but the number of incidents continues to decline. As discussed
previously, the emphasis on outdoor burning regulations might be an area to emphasize in 2022
versus waiting for incidents to occur and then providing the education.
Response Time Standard outlined in City of Pasco Resolution 2938 for 1st Arriving Engine:
The Pasco Fire Department has adopted a response/travel time standard of 6 minutes for the arrival of
the first engine company to a fire suppression incident, which the department should meet 85% of the
time.
Actual Department Performance for 2021
The Pasco Fire Department met the Response/Travel Time Performance Objective 69.9% of the time.
90% of the fire department incidents experienced a 1st unit response time of 8:27 minutes or less.
Response Time Standard outlined in City of Pasco Resolution 2938 for Full 1st Alarm Response:
The Pasco Fire Department has adopted a response/travel time standard of 12 minutes for the arrival
of the full complement of a 1st alarm assignment to a fire suppression incident, which the department
should meet 85% of the time. Further, the Pasco Fire Department has adopted a 1st alarm response of
11 firefighters and or 2 engine companies (if applicable), 2 aid units, 1 ladder truck and 1 Command
Officer (if applicable).
Actual Department Performance for 2021
The Pasco Fire Department met the standard of 11 or more personnel arriving on scene in 12 minutes
or less 81.8% (higher than the 76.3% for 2020) for residential structure fires where 11 or more
personnel were initially dispatched. The 90th percentile arrival time for 11 or more arriving was
12:35 minutes (less than the 14:29 minutes for 2020).
The Full 1st Alarm Response standard should be changed to match the current NFPA 1710 standard
(2020 edition) performance, which is 16 (17 if an aerial device is used) personnel arriving at a single-
family house fire within 8 minutes. NFPA 1710 outlines a response to a typical 2000 ft2, two-story
single-family dwelling without a basement and no exposures as a basis for deployment. Additional
personnel are required for other occupancies, including open-air strip shopping center, apartment
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(1200 ft2 in a three-story garden style), and a high-rise (building with the highest floor 75 feet above
the lowest level of vehicle access).
Compared to the NFPA 1710 standard, Pasco met the standard of 17 personnel in 12 minutes 38.9% of
the time in 2021. Since Pasco responds with an aerial device, the 17 personnel benchmark should be
used instead of the 16 personnel.
Natural Cover Fires
The wildland fire season usually occurs between May 1st through October 31st (dependent upon
weather, fuel moistures, etc.) of each year. PFD responded to a total of 76 grass/natural cover fires
during the fire season of 2021, a 1% increase compared to 2020. Natural cover fires require the
response of specialized Type 6 engines (located at Station 81 and 83), in addition to specialized
personnel training. It is anticipated that 2021 will mirror 2020 based on predictions to date.
Response Time Standard outlined in City of Pasco Resolution 2938:
The Pasco Fire Department has adopted a response/ travel time standard of 6 minutes for the arrival
of the first unit with appropriately trained and equipped Wildland Firefighting personnel on board to
a wildland fire incident, which the department should meet 85% of the time.
Actual Department Performance for 2021:
The Pasco Fire Department met the Wildland Firefighting Performance objective, 72.1% of the time,
which is a reduction from 86.5% in 2020.
90% of the fire department wildland incidents experienced a Wildland Firefighting response time of
8:29 minutes or less, which was an increase of 2 minutes over 2020.
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Vehicle Fires
PFD responded to 40 vehicle fires throughout 2021, which was an 9% decrease from 2020 and
continues a downward trend since 2019. As noted in the chart above, a large majority of vehicle fires
were passenger vehicles. One area of interest is the three year decrease in Road Freight/Transport
fires. These incidents include pickup trucks in addition to larger commercial vehicles. The cause of
the decrease is not apparent based on review of the fire reports. Vehicle fires require the response
of one Type 1 engine and an ambulance. There is no specific metric that can attribute to the decrease
in the number of vehicle fires.
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Water Rescue
The Pasco Fire Department water rescue program was established with the goal to develop a focused
preparedness and response program for water related safety and incidents. With 13 river miles
along the Columbia and Snake Rivers, the possibility of water related incidents is certain. The
number of Boat responses outlined in the above chart shows fewer responses for 2021 by over 20%.
The decrease may be related to people returning to work and “normal” schedules after COVID
restrictions were lifted. The spring and summer months continue to be the busiest times, following the
typical river activities based on weather patterns. The program works collaboratively with Columbia
Basin Dive Rescue, Benton, Franklin, and Walla Walla Sheriff’s Offices and the US Coast Guard –
Kennewick. The water rescue program continues to provide a key resource to the area and the
examination of actual responses should be reviewed to ensure best training and resource
deployment based on potential hazards located along and in the river. A new spill response boat
funded by a Department of Ecology grant was ordered and is being put into service to address oil
spills on the Snake and Columbia Rivers is still in process. Additional training and use of the spill
response boat and trained personnel will be completed in 2022 to ensure that response to hazardous
materials spills is coordinated with current resources and agencies.
ARFF
In 2020, PFD responded to 40 emergencies at the Tri-Cities Airport (PSC), displayed in the chart
below. This was a 67% increase in calls to the airport. The significant increase can be directly
attributed to the loosening of restrictions for the COVID pandemic. Travel and passenger volume
through the airport was dramatically started to increase to normal but was still down from 2019 levels
(PSC enplanements 2019 – 438,123; 2020 – 188,959, 2021 – 346,503).
Data is shared with the airport personnel on a quarterly basis and outlines basic response data, i.e.
how many types of calls were handled at the airport. Each year, the Federal Aviation Administration
(FAA) conducts an audit of the airport operations, including reviewing ARFF training and response.
PFD continues to meet the requirements outlined by the FAA, and CFR Part 139. The PFD and Port of
Pasco continue to work collaboratively to improve the ARFF program each year. A review of the
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ARFF program began in late 2019 and identified elements of the training program to better address
Pasco Airport specific knowledge. With the changes implemented in 2020, additional improvements
were made for 2021 continuing the improvement of the ARFF training program. This effort has
changed the ARFF program into a premier program within the department and will support the
planned growth and passenger count that is expected by the airport once travel returns from
COVID19 pandemic restrictions. A key element of the training program was to work with the Pasco
Airport management/directors and the local Federal Aviation Administration (FAA) representatives to
identify areas of improved communication and training. In addition to the local coordination, Walla
Walla Fire District 4 personnel were trained at the Pasco Airport with Pasco personnel. Having
outside agencies permits additional opportunities for program improvement. This will continue in the
future and additional outreach to Yakima Fire was completed as well, resulting in a plan of them
training at Pasco in 2022.
Response Time Standard outlined in City of Pasco Resolution 2938:
The Pasco Fire Department has adopted a response/travel time standard of 3 minutes for the arrival of
the first unit with appropriately trained and equipped Aircraft Rescue and Firefighting personnel on
board to an aircraft incident, which the department should meet 100% of the time. This standard is
adopted to meet Federal Aviation Administration requirements, 14 CFR Parts 121 and 139.
Actual Department Performance for 2021
The Pasco Fire Department met the Aircraft Rescue and Firefighting performance Objective 85.7% of
the time, an increase over the 77.9% in 2020.
90% of the fire department incidents experienced an Aircraft Rescue and Firefighting response time
of 3:37 minutes or less, which is a significant decrease from 2020 which was 4:42 minutes or less.
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The performance for 2021 included a small incident sample – 8 total incidents, which indicates a
single incident could have a major impact on performance. Additionally, the times associated with
the response are difficult to capture, as the FAA Tower contacts Station 82 directly using a “Crash”
phone system to alert on duty ARFF personnel. That time is not captured in the dispatch system (CAD
– computer aided dispatch), so actual performance is difficult to analyze.
COMMUNITY RISK REDUCTION
During 2021, the Community Risk Reduction (CRR) program focused on the two primary areas of
concern – smoke alarms and the repeat users of 911 (high utilizers), since COVID restrictions were
still in place and limited public events through much of the year. The number of smoke alarms
replaced and serviced are shown in the chart below. With the COVID impact, the number of events
was significantly reduced, but there were a limited number of events that occurred later in the year.
In the absence of more personal events, these events were necessary for us to keep safety messaging
in front of the public.
Community Risk Reduction Outreach Tasks
Number of outreach sessions conducted by Month
The chart below shows the CRR programs by month, which shows several months with no sessions.
The overall number of events was down even from 2020 (75) to 20. Several of the sessions were
related to press events regarding the pandemic and how Pasco Fire was supporting the response to
with the community testing site and the vaccination site. There also were a few sessions/interactions
with businesses that were captured relating to installation of protective Knox Caps on fire systems.
While these were more fire protection rather than public education, we took advantage of the time to
educate businesses on the importance of proper maintenance of the fire protection systems.
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Additional Community Risk Reduction Commentary
In 2019, PFD was awarded a Fire Prevention and Safety (FP&S) grant from the Federal Emergency
Management Agency to measure the overall effect of our school education programs. The grant
period was extended into 2021 and was closed out in early 2022. Since we could not get into schools,
more emphasis was done into working with older adults in the smoke alarm program. While the goal
of the grant did change and the scope was different than originally planned, the ability to get into
older adults’ homes and ensure smoke alarms were properly installed and working did accomplish
the fire safety goal the grant is supposed to achieve.
A goal of the CRR program is to update the Community Risk Assessment, as the last one was
completed in 2017. The plan is to update the CRA in 2022 and continue develop and improve
programs identified in the CRA.
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COST CONTAINMENT
Page 61 BUDGETARY CONSIDERATIONS
Core Purpose:
Ensure fiscal responsibility as a department by monitoring expense and budget, monthly. Encourage
application and use of applicable Grant opportunities, subsidies, and other expense reimbursement
programs.
Metrics Measured:
Funding, Budget Performance, Variance
Page 62 OVERTIME & SICK LEAVE
Core Purpose:
Monitor liability, appropriate staffing levels, and leave consumption to gauge workload balance.
Metrics Measured:
Overtime Cost by Year Trend, Sick Leave Utilization
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BUDGETARY CONSIDERATIONS
PFD Funding Sources – 2021/2022 Biennium
Pasco began using a biennial budget in 2019, with the 2021/2022 biennium being the second time
that the 2 year budget has been implemented. Since 2021 was the first year, there were budget
adjustments made at the “mid-year point”, i.e., at the end of 2021. While technically reporting is
done on an annual basis, the 2 year process does allow some additional flexibility to the budget
management process. The different funding mechanisms for Pasco Fire are discussed below.
General Fund – Primarily derived from property and sales tax monies. The General Fund pays for
availability and demand costs for fire service aspect. For the 2021/2022 biennium, general fund
budget is 46% of the fire department total budget. There were two positions moved from General
Fund to Ambulance Utility in 2021 due to the stability of funding discussed below.
Ambulance Utility – The Revised Code of Washington (RCW) Section 35.21.766 allows all cities and
towns the authority to establish an ambulance service to be operated as a public utility. The
Ambulance Utility supports the availability cost of the ambulance service, while demand costs are
recuperated through fees for services provided. Additional funding from the Ground Emergency
Medical Transport (GEMT) program via Washington State continued to be received in 2021. The
impact of the GEMT revenue greatly offset the total costs associated with Medicaid patients versus the
revenue. With the previous changes to the calculation of ambulance utility rates (Equivalent
Residential Units, ERU) and GEMT, the contribution to the overall fire department budget from
Ambulance was 54%.
Contracts – Contracts provide cost reimbursement for services. Contracts may be with private, local,
or state entities such as the Department of Natural Resources. The largest contract for service is with
the Port of Pasco to provide ARFF services at the Tri-Cities Airport. The ARFF contract provides for 2
personnel at the airport fire station for 24 hours a day, seven days a week, as well as training for
maintaining qualifications related to ARFF.
Alternative – includes one-time funding such as grants. A Fire Protection & Safety (FP&S) grant was
awarded in 2019 and the budget was adjusted and spread out into 2021. The reason for the
adjustment was the lack of ability to get into schools due to COVID restrictions. The grant was
finished in 2022.
Ambulance Utility Rate History
During the most recent budget cycle, which is now based on a biennial budget, rates were set at
$16.20 for 2020 and remained the same for 2021. Any rate increases are based on increased cost for
personnel, equipment, vehicle, and medical supplies. With the GEMT funding and revised ERU
method for Ambulance Utility billing, the overall stability of the Ambulance Funding has been greatly
increased. Based on this stability, the 2021 ambulance utility rate was not increased from the 2020
rate. A review of the Ambulance Utility Rate been initiated with Finance to ensure the rate accounts
for growth and associated costs of delivering transport service.
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Budget Performance Discussion:
With the implementation of a two-year budget planning cycle, the overall management of the
2021/2022 budget was still a little challenging due to the budget amendment process and
understanding expectations. With the ability to do adjustments at the mid-point of the budget cycle,
there was a chance to correct for issues that arose during the first year and address any changes for
the second year budget that were not anticipated.
Since 2021 is the first of the two year budget, any analysis will be done for the entire biennial budget.
The budget adjustments made at the mid-point did address overtime costs, some capital budget
changes, and increased costs associated with apparatus maintenance, which were discussed earlier.
OVERTIME & SICK LEAVE
The constant struggle to contain costs associated with the overtime usage continued in 2021. As sick
leave is used, the result is costs associated with overtime to maintain the minimum staffing. Minimum
staffing is approached not only to keep the proper number of staff on duty, but also addresses the
specialty teams in service. The trend of sick leave use has increased over the last few years. With the
impact of the pandemic and exposure to a highly contagious pathogen, the sick leave use and
potential impact to operations was a concern. Plans were put in place for addressing the potential of
having a significant number of staff unavailable to work, thereby putting a strain on the system.
Fortunately, the worst case scenario did not play out. Both sick leave use and overtime costs are
constantly reviewed to ensure impacts to delivery of services are not diminished but costs are kept
reasonable as well.
Overtime Cost by Year – Trend
The five-year trend shows that overtime costs has risen after a drop in overtime in 2019 and 2020. The
overtime cost per employee has gone up over the 2018 costs after a two year decline. The overtime
hours per employee in 2021 was 236 versus 199 in 2020, which works out to about one and half shifts
more of overtime per employee. Even with the addition of one person to each shift that began in late
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2020, with several personnel on long term leave or other assignments, additional overtime was
needed. Additionally, the overtime for specialty team training ramped back up this year, as the
COVID restrictions eased, allowing regular team training to resume. Other impacts were the use of
saved up vacation that did not get used in 2020 and early 2021 resulted in staffing impacts as well.
The management of overtime costs remains a high priority, as it accounts for a significant portion of
the budget.
Sick Leave Utilization
2021 department sick leave usage totals 14,163 of 17,237 available hours (82% utilization). Average
sick leave used per employee: 188.8 hrs. Annual allotment per employee is 234 hours. A portion of
this sick leave was FMLA Sick leave, which is typically long term. There was a total of 3,797 hours of
FMLA Sick Leave, which is just under 1.5 FTE of a firefighter position. Taken across the board, that
means that if shifts are at minimum staffing (19) with Kelly Days, Vacation and other approved leaves,
the shift must call in overtime to meet minimum staffing even before other personnel call in sick.
While there is not much that can be done about sick leave, efforts to reduce illnesses related to
exposure are addressed by the Safety Committee.
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PERFORMANCE
Page 65 RESPONSE TIMES
Core Purpose:
Measure against response time goals established in Council Resolution #2938.
Metrics Measured:
Total response times for all event types 2018
Page 69 PERFORMANCE EFFICIENCY
Core Purpose:
Monitor Notification of Alarm to Fire Controlled Time by Occupancy Classification to identify trends,
training needs and response criteria and identify process or procedural failures.
Metrics Measured:
Notification of Alarm to Fire Controlled Time in Minutes by Occupancy Classification
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RESPONSE TIMES
Total Response Time (in seconds)
The response time target is outlined in NFPA 1710, which is the basis for performance outlined in the
SAFER grant that was awarded in 2018 and finalized in January 2021. NFPA 1710 outlines the response
time for a residential structure fire full first alarm assignment or ALS unit arrival on a medical call as
480 seconds (8 minutes). The response time information is based on only incidents within Pasco city
limits. Since the calls outside of the city typically are longer responses, these calls were not part of
the response time evaluation. The NFPA response times are more stringent than the standard as
adopted by City Council in Resolution 2938 in February 2006 (these response times were addressed
earlier in the report by specific type of incident response).
Total response times are the sum of three distinct time factors:
- Call processing time: caller interrogation + unit notification
- Turnout time: unit notification to apparatus responding (enroute)
- Travel time: apparatus enroute to arrival at incident scene
Of those three time periods, only the turnout time is fully controlled by the fire department – which is
how quickly the crews can get to the apparatus and respond. Call processing time is dependent on
dispatch efficiency, currently managed by an external agency in the case of Pasco. Roadways, traffic
congestion, and weather impacts affect the travel time and are outside of fire department control,
except for safe driver training.
Increasing response times generally increase incident complexities, which drive resource demands
and negatively impact incident outcomes.
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EMS calls typically place a relatively low resource demand on the department as most EMS calls
require the response of only one to two units but place a high strain on resources due to incident
volume. With increasing call volumes, the over-lapping of calls negatively impacts unit availabilities
and may pull a primary apparatus out of its response zone, which affects next-call response times. In
addition to increased response times, the greater risk to the community is the cascading resource
drawdowns which occur with increased service demand and decreased unit availability.
As a summary, and recap from earlier sections of the report, the response time goal and performance
by specific incident type as outlined in Resolution 2938 are listed in the table below:
Performance
Metric
Goal
2021 Performance 85% of the time
unless noted
Turnout time 2 minutes
Pasco
Incidents
Only
84.7% met 2 minutes
2:14 or less 90%
15,969 apparatus responses
All
incidents
84.3% met 2 minutes
2:15 or less 90%
16,564 apparatus responses
First Engine Arrival 6 minutes 69.9% met 6 minutes
8:27 or less 90%
First Full Alarm Arrival
(11 personnel)
12 minutes 81.8% met 12 minutes
12:35 or less 90%
BLS Unit Arrival 6 minutes 83.3% met 6 minutes
6:44 or less 90%
ALS Ambulance
Arrival
6 minutes 83.9% met 6 minutes
6:40 or less 90%
Hazardous Materials 6 minutes 60.5% met 6 minutes
7:51 or less 90%
Technical Rescue
Incident
6 minutes 60.4% met 6 minutes
15:11 or less 90%
ARFF Incident
(FAA Requirements)
3 minutes
100% of the time
85.7% met 3 minutes
3:37 or less 90%
Wildland Incident 6 minutes 72.1% met 6 minutes
8:29 or less 90%
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Response Times by Station and Shift
The above chart shows the three important times that are benchmarks for performance regarding
response to an emergency – turnout, travel, and total response. This data is for only those calls in the
stations area and are reported at the 90th percentile to remove any outliers. There are no obvious
trends when reviewing this data when looked at by shift, however it does provide information for
crews to see how they are performing. If all elements were equal between shifts, there would be little
deviation in the times. One area of concern is the Station 83 total response time consistently over 10
minutes for all shifts, which was observed in 2019 and 2020 as well. Even with the Station 83
relocation to north of Interstate 182, the 2021 data did not show a lesser response time. Since Station
83 has the most call volume the second due crews for concurrent calls have a longer response time to
Station 83’s area, resulting in the longer response time which may drive the results seen.
Looking at the turnout time, which is the time between the station being alerted and the apparatus
going enroute, it is fairly consistent across all shifts and stations. The 2021 turnout time did show a
reduction by about 5 to 10 seconds across all stations and most shifts. This was a result of extra
attention by crews and the implementation of the station alerting system (Locution) that is done via
internet protocol (IP) and is quicker than the radio dispatching.
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Auto/Mutual Aid Summary 2021 (measured in hours)
As seen in the above charts, PFD provides much more mutual aid than it receives. The total hours of
aid received was just under 205 (up from 150), while PFD provided over 407 hours of aid (up from the
321 in 2020). This does not include the state mobilization hours, which were longer duration
assignments by staff. The 2021 wildland season was active, and Pasco sent resources to about 17
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incidents across the state. The charts show the largest contributors for mutual aid received was
Franklin Fire District 3, which is the county area surrounding Pasco. Their agency provides us an
apparatus on almost all structure fires to provide Pasco with breathing air. The remainder of the aid
received is typically from agencies that back Pasco up when all our resources are committed on other
incidents.
Reviewing the hour comparison of aid provided versus given, Pasco is in line with the other two cities
and Franklin FD #3, i.e., hours provided are close to hours received. Two other agencies end up on
the benefit side from Pasco – Walla Walla FD #5 (WWFD 5) and Franklin County Hospital District
(FCHD). Pasco maintains contracts for EMS transport with both WWFD 5 and FCHD due to the one-
sided performance. The overall ratio of received versus provided has leveled off somewhat due to
some changes in apparatus and staffing in the other agencies.
PERFORMANCE EFFICIENCY
Alarm Time to Fire Controlled Time
Time (in Minutes) Single Family
Residence
Multi-Family
Residence
Business Percentage
0-9 4 1 3 22%
10-19 11 4 2 46%
20-29 5 1 1 16%
30-39 3 11%
40-49 2 5%
50-59 0%
60 + 0%
One of the most important metrics to monitor is the amount of time elapsed from alarm notification to
cessation of hostile fire activities – fire controlled time. This metric speaks to the ability of the
department to process the call, respond, and then determine and initiate proactive steps to extinguish
the fire. The shorter the time to control, the more efficient the department. The benchmarking of
time controlled for each fire was an area of emphasis in 2020 and 2021 to ensure that data is collected
for review. The “Fire Controlled” time was recorded on 39 incidents in 2021 compared to 38 in 2020.
The data shows that only there were no fires that took longer than an hour to control. The longest it
took to control a fire was 47 minutes. Looking at the Single Family Residences, the performance was
similar to 2020, with a majority of the fires under control in less than 20 minutes. None of the Multi-
Family or Business fires took longer than 30 minutes to control in 2021, which was better than in 2020.
There were no fires requiring a second alarm to handle either. This speaks to the quick reporting of
fires followed by a quick response of the fire units. The longer it takes to report a fire, the more fire
growth occurs resulting in additional damage and longer extinguishment times.
Considering the Alarm time starts the clock and PFD’s goal is to arrive in 8 minutes 90% of the time (2
minutes turnout time plus 6 minutes travel time), most of the fires are controlled within that first 20
minutes. When managing fire incidents, the fire service generally considers the 20 minutes mark a
key indicator of changing tactics from offensive to defensive. This is based on how modern building
construction stands up to fire and when buildings begin to lose their integrity, requiring crews to
change to defensive tactics.
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There are many factors to consider when developing this metric such as occupancy classification,
percent of fire involvement upon arrival, extenuating factors such as immediate rescue, unforeseen
hazards (hazardous materials, electrical, etc.), total time for assembly of a full-effective force to
mitigate the situation, response and travel times, etc.
This metric clearly needs to be further developed and refined to account for the factors listed above,
especially the amount of involvement upon first arriving unit. The metric will provide insight to
operational effectiveness and efficiencies and should be monitored into the future.
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QUALITY
Page 72 PUBLIC SATISFACTION
Core Purpose:
Evaluate community feedback mechanisms to improve service levels and improve department
satisfaction.
Metrics Measured:
Approval Rating by Service Type, Annual Approval Rating – Trend, Cost/Response/Staffing
evaluation
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PUBLIC SATISFACTION
2021 Community Survey
The Community Survey was updated in 2021. For Fire Department related items in the survey, there
was a sharp decline in the overall satisfaction of the services identified in the survey. The chart below
shows the decline over the past two iterations of the survey.
The results of the survey do indicate a potential problem with how the community sees the fire
department services, especially seeing a decline for two surveys in a row. While the survey results
don’t provide specific information about the reason the rankings declined, the overall indication that
the participants feel safe from “fire, flood, or other natural disaster” is still 82, even though it dropped
slightly from 88% int the previous survey. It is uncertain if the pandemic had an impact on the results
or not, but the review of the information indicated that much of the benchmark data was collected
prior to the pandemic.
The chart below does show that there are some bright spots in the data, indicating that fire services is
still in the majority of an Excellent or Good rating. The areas of concern are the “Poor” rating, and
they all remain at 10% or lower.
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RESULTS SUMMARY
2021 saw an unprecedented increase in call volume for Pasco Fire. This had some unintended
impacts across the board in our performance metrics. While some would argue that an increase in
call volume is what is desired, the overall safety of the community is impacted the busier the fire
department is. By understanding what drives the increase in call volume, adjustments in prevention
can be attempted, knowing that not everything can be avoided. The large amount of growth that
Pasco, and the region, is experiencing will result in some increase in calls. The planning effort to
keep up with the growth is key to managing the performance and consistent delivery of high quality
services.
As part of the adjustment to the growth and changes, two new fire stations were built to replace older
ones. One was moved into an area of concern for response time, while the other replaced an
inadequate facility and allowed the administration to move closer to the center of the city. The
planning effort continues, as the performance metrics indicate areas that need to have additional fire
stations to meet the standards the city has agreed to maintain. As Pasco continues to grow, so will the
fire department and the need for additional performance management. An update to our Master Plan
in 2022 will guide the department through the changes and reinforce what performance standards
should be in place going forward.
Operational Readiness
The Pasco Fire Department maintains a high level of operational readiness. While the call volume
increased, our staff managed to complete even more training than in past years, while also increasing
Fire Officer certification, with higher ranks obtaining needed certification. Future issues with
increased growth and adding personnel to keep up with that growth will lead to additional concerns
about addressing incoming personnel replacing an aging workforce with several retirements and
loss of knowledge and experience in addition to adding to the bottom scale of experience. The total
training hours per personnel remains at a high level and will positively contribute to response times
and service availability. Apparatus reliability improved slightly with recent purchases, but the
preventive maintenance program needs work in the future especially as the fleet continues to grow.
Community Wellness
Pasco remains a fairly young city in terms of patient demographics, but the changes with growth
could have significant impacts if additional people retire to our city. The challenge remains the
ability to identify changes in programs that have a positive impact on patient outcomes. In the EMS
world, the performance metrics are still being identified not only within Pasco Fire, but regionally.
Pasco Fire delivers excellent results for those patients that have cardiac arrest with much higher
success rate of resuscitation than the national average. Our performance on the Fire side is very
good as well, with half of the structure fires brought under control in less than 20 minutes, limiting
damage and saving property. Both the EMS and Fire performance is tied to the Operational
Readiness above by having adequate resources in the stations and keeping them highly trained.
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The Pasco Resource Navigator program continued to be a successful program. The ability to staff the
position full time allowed additional patients to be helped and directed to resources, resulting in
better lives for those individuals. The success of the program from a few referrals in 2019 to 159 in
2021, indicates the program is achieving the desired results. Performance metrics still need to be
identified, but anecdotally the program is filling a needed gap for our community. The other portions
of the Community Risk Reduction program continue to be well received and have positive impacts in
the community. As our CRR Manager updates the Community Risk Assessment in 2022, additional
performance metrics will be identified and measured.
Cost Containment
With the change to a biennial budget process, there is additional flexibility to address program
needs especially with ability to adjust budget mid-year. The Finance Department continues to
develop budget and cost management tools to assist in real time reporting, which is key to
understanding budget performance. Programs such as GEMT and the revisions to the ambulance
utility fee have stabilized funding, allowing for better planning. Discretionary leave (overtime, sick,
holiday, etc.) use is being monitored in an objective manner that allows for more quantitative basis
for hiring practices and effective management decisions to ensure proper staffing while managing
the cost impact.
Performance
While 2021 showed a slight uptick in the response time, the 18.5% increase in calls and high level of
concurrent calls drive the longer response times. As the PRN continues to address the high utilizers
from the emergency response system, the performance might have been impacted more. While the
time to fire controlled showed another increase in performance, the effort needs to be made to study
as similar situations as possible to validate that as a performance metric.
As mentioned earlier, the ability to analyze the vast amount of data needs to be reviewed moving
forward. The data is being collected in a very robust and capable records management system with
very good reporting capabilities. The effort should be continued by continuing to analyze the data to
identify trends that can address decreased response times and better patient outcomes while
maintaining the overall safety of the fire department and those in our city.
Quality
The feedback on the results from the 2021 Community Survey showed a decline in satisfaction with
fire and ambulance services. While the survey did not identify specific reasons, it is obvious that
work needs to be done in the community to ensure they believe the services are what they desire. In
the update to the Strategic Plan, several action items revolved around getting out into the community
or having the community come inside the fire department world. Those tasks should be revisited to
ensure proper actions are planned.
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RECOMMENDATIONS
With the current revision of the Strategic Plan, there are plenty of objectives that tie to each of the
pillars of excellence that will be addressed in the next 3 to 5 years. With the significant predicted
growth of the city, the planned update of the Master Plan will set the path for helping achieve the
desired performance outcomes, including maintaining the current level of the WSRB Protection Class
rating. The Master Plan should set the stage for monitoring the appropriate performance metrics
moving forward.
Technical Competence
The department will continue to monitor training performance against previous figures, with a
baseline target of 240 hours, which appears to be appropriate and achievable and meets the
requirements of WSRB. The subject allocation of training hours is recommended as follows:
180 to 240 hours - Fire specific training (FFI, and non-credentialed, respectively)
24-36 hours specialty training per qualification (TRT, WRT, ARFF, Extrication)
36 hours EMS training
20 hours apparatus/operator training
With a young and less experienced workforce on the leading edge of growth, emphasis should be
placed on career path management and professional development. The opportunity to capture a vast
wealth of knowledge and experience should be captured now to pass along to new employees to
assist in understanding the goals of the department and the city.
Apparatus Reliability
The formal implementation of a true preventive maintenance program coordinated with City Shops
continues to be a high priority. Understanding the resources available and meeting the true intent of
preventive maintenance should be reviewed to ensure the intent of keeping apparatus in good
working order to avoid future costs and maintain reliability.
Unit hour utilization and mileage versus cost rates should continue as a prime metric to determine
both optimal percent utilization range and apparatus replacement. Plan for adding apparatus to fleet
as growth continues, especially to maintain reserve apparatus to support maintenance and repair of
frontline apparatus.
Call Volume Metrics
Call volume continues to be driven by population centers. As additional population is added, the
expectation of additional calls is certain. The ability to keep up with the call volume while maintaining
the response time goal will be determined by key trigger points that should be identified using the
appropriate performance metrics. Those triggers should be known well in advance, as the long lead
time for hiring staff, building of facilities and procurement of apparatus may result in poor
performance.
Temporal trending, specifically call volume by hour, indicates the presence of peak demand times
between 8:00AM and 8:00PM. Modeling of unit hour utilization with call type, in combination with
temporal trending during peak demand times may unveil staffing and response efficiency
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opportunities, such as mobile integrated healthcare or peak demand units. This information along
with the PRN program information on high utilizers of the system should be used to predict and
manage call volume and associated response times.
Response Times
Technological improvements such as AVL (automatic vehicle location), traffic control technology
(signal pre-emption devices), automated vehicle routing software and consistently updated and
accurate mapping will improve response performance.
Station design is a contributing factor to turnout times. With the relocation of two of our stations, the
performance of personnel in those stations will be reviewed against prior data to ensure the design
had the desired impact on turnout times.
As indicated earlier in the report, travel response times are a primary cause for total response time
overruns. Travel response is largely dependent on infrastructure (roads) and traffic. An emphasis on
cross departmental planning efforts regarding future expansion and infrastructural planning is of
paramount importance as the City continues to grow at such a rapid pace.
Community Wellness
Current metrics within the Pillar of Community Wellness are intended to serve as a monitor of
community needs that will ultimately act as a guiding tool for the focused delivery of specific
programs and responses. By continually evaluating primary event types, patient demographics, and
respective outcomes, the department stands to better define and deliver operational value.
The core intent of the community risk reduction program is to provide collaborative efforts with
community social services to intervene and mitigate potential emergencies before reactionary
emergency response becomes necessary. As the program matures and implements aspects such as
PRN, measuring outcome relation to variables will guide the ultimate direction and development of
additional program efforts.
Cost Containment
With the first biennial budget completed, the ability to spend time managing and implementing
programs was emphasized over a continual planning process. The requirement of training on
managing the two-year budget cycle should be done with all program managers to assist in
maintaining the high degree of proficiency of the budget and cost management process.
Identification and solidification of alternative funding mechanisms must remain a high priority.
Additional revenue streams should be identified to assist with the anticipated growth of the city,
resulting in both the availability and demand of resources.
Quality
The implementation of the objectives as outlined in the Strategic Plan will allow the Pasco Fire
Department to become more active in the community and hopefully drive the level of service to a
higher level.
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APPENDIX A
Personnel and Position Information
The Pasco Fire Department (PFD) was established by council action on July 16, 1908 after a series of
fires destroyed portions of the town. The current service area incorporates approximately 37.5
square miles. The department is led by the fire chief who is an at will position that is appointed
through a competitive process by the city manager.
The Fire Chief (Chief) is accountable to the City Manager for the overall operations of the Fire
Department and implementation of policy. As the department director, the chief serves and
maintains working relationships with the other departments within the city. The chief is responsible
for the development and support of collaborative relationships with other fire and emergency
services agencies, and the public.
The Administrative Assistant is accountable to the Fire Chief. This position provides direct clerical
support to the fire chief and prepares correspondence, reports, and manages departmental
accounting.
The Deputy Chief (2 total) is accountable to the Fire Chief and is responsible for day-to-day program
management and operations within the fire department. This position may be delegated the authority
and responsibilities of the fire chief in the event of the chief’s absence. With two Deputy Chief
positions, the workload and programs were split between the two positions – one overseeing
Operations and Logistics and the second overseeing Planning and Administration. Direct program
management include Aircraft Rescue and Firefighting, Safety, Operations, Hazardous Materials, and
Public Information. The overall split of programs was outlined in a table earlier in the report.
The Training Officer is accountable to the Deputy Chief of Operations. This position is responsible for
the management and record-keeping of the department training program. The training officer
manages shift-level instructors and subject matter experts and is responsible for the scope, schedule
and budget of the department’s training programs. With the addition of the training facility in 2018,
the management and scheduling of the training facility also falls within the Training Officer’s
responsibility.
The Emergency Medical Services (EMS) Officer is accountable to the Deputy Chief of Operations.
This position is responsible for the management, inventory, record-keeping and Health Insurance
Portability and Accountability Act of 1996 (HIPAA) compliance of the EMS program. The EMS Officer
is responsible for the scope, schedule, and budget of the department’s EMS program. Additionally,
the EMS Officer serves as the Infectious Disease Control Officer, which is a key element to the safety
of our employees.
The Community Risk Reduction (CRR) Officer is accountable to the Deputy Chief of Administration.
This position is responsible for the development and updating of an overall community risk
assessment, risk mitigation programs for the community and public information. The CRR Officer is
responsible for the scope, schedule and budget of the department’s Public Education and Community
Risk Reduction program.
Battalion Chief (3 total/1 per shift) is accountable to the Deputy Chief of Operations. This position
provides management and supervision of the day-to-day and combat operations of each shift. The
Battalion Chief works a rotating 48/96 shift. The Battalion Chief serves as the initial incident
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79 | Page
commander for all-hazards incidents within the city with a complexity of up to a Type 4 (the lower the
number, the more complex the incident is). Each Battalion Chief has direct program management
responsibilities for one of the following department programs: Apparatus Maintenance, Facilities
Maintenance, Equipment Maintenance, Special Operations (includes Technical Rescue, Water
Rescue, and Hazardous Materials response). Battalion Chiefs may also manage programs such as fire
investigation, or equipment procurement and maintenance.
Station Officers (12 total /4 per shift) are ranked as a Captain within the organization. The station
officer is accountable to the Battalion Chief and may be delegated the responsibilities of the Battalion
Chief in their absence dependent upon qualifications. The station officer is responsible for the day-
to-day operations of the station crew (typically an engine company and ambulance crew). The station
officer may have program responsibilities and/or project responsibilities.
Company Officers (9 total /3 per shift) are ranked as Lieutenant within the organization. The company
officer is accountable to the Station Officer and may be delegated the responsibilities of the Captain
in their absence dependent upon qualifications. The company officer is responsible for project
management, including scope, schedule and budget of minor programs or tasks associated with
larger programs. Due to the high potential and risk, one company officer per shift is assigned as the
ARFF Lieutenant at Station 82, located at the Pasco Airport.
Firefighter/Paramedics are responsible for the delivery of advanced life support (ALS) pre-hospital
emergent care, fire suppression and the day-to-day routine maintenance of the facilities, apparatus
and equipment to which they are assigned. Officers may also be Paramedics, but their primary role
is personnel and incident management and not delivery of EMS.
Firefighters are responsible for the delivery of basic life support (BLS) EMS, fire suppression
activities and the day-to-day routine maintenance of the facilities, apparatus, and equipment to which
they are assigned. Firefighters may also assist with programs and projects depending upon their area
of expertise (i.e., subject matter experts) and ability to affect and implement changes in day-to-day
operations.
Page 152 of 175
Pasco Fire Department
2021 Performance ReportPage 153 of 175
Strategic Plan
◦Department Cohesion
◦Better communication
◦Enhanced teamwork
◦Community Outreach
◦Share our traditions
◦Enhance communications with ESL groups
◦Operational Readiness
◦Improve response times
◦Ensure technical competence
◦Maintain WSRB Class 3 rating
◦Update 2016 Master Plan
◦Professional Development
◦Succession planning
◦Improve employee evaluation process
◦Continuing education for officersPage 154 of 175
Council Goals
◦Quality of Life
◦Delivery of services efficiently and effectively
◦Financial Stability
◦Evaluate costs of service delivery
◦Instill and promote customer service culture
◦Community Safety
◦Maintain WSRB Rating of Class 3
◦Achieve/maintain target fire response times
◦Leverage and expand partnerships to assist community members in crisis
◦Community Identity
◦Community engagement
Honorably Protect and Serve our CommunityPage 155 of 175
Pillars of Excellence
Master and Strategic Plans
WSRB rating
City Council GoalsPage 156 of 175
Technical Competence
All Line Officers are at least FO I
Additional 10 FF are FO I or II
49% of all Personnel are FO I
22% of all Personnel are FO IIPage 157 of 175
Training Hours
Training Hours by Shift Training Hours by EmployeePage 158 of 175
Operational Readiness
Page 159 of 175
Incidents by Category
Page 160 of 175
Incident Locations
Page 161 of 175
2021 Incident mapping
from dispatch center
Each dot represents
single incident
Zoned by First Due
StationPage 162 of 175
Incident Travel Time by Fire
Management Zone (FMZ)
By relocating Station 83 to north of Interstate 182, moved the “red” area to the southwest portion of the city
Proportion of incidents is higher to the NorthPage 163 of 175
Overlapping Incidents
Incidents per 1,000 Residents show
increase at a different rate than the
overlapping incidents
As the number of incidents increase,
the chance for overlapping incidents
increases.
This results in longer response times as
stations cover each other
Page 164 of 175
Total Response Times
Page 165 of 175
EMS Information
Page 166 of 175
Pasco Resource Navigator (PRN)Page 167 of 175
Fire Incident Details
Page 168 of 175
Community Risk Reduction
Page 169 of 175
Public Satisfaction
Page 170 of 175
QuestionsPage 171 of 175
AGENDA REPORT
FOR: City Council June 15, 2022
TO: Dave Zabell, City Manager City Council Special
Meeting: 6/20/22
FROM: Zach Ratkai, Director
Administrative & Community Services
SUBJECT: Cancel Regular City Council Meeting Scheduled for June 21, 2022
I. REFERENCE(S):
N/A
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
MOTION: I move to cancel the June 21, 2022 regular Council Meeting.
III. FISCAL IMPACT:
None.
IV. HISTORY AND FACTS BRIEF:
The Pasco Municipal Code (PMC) Section 2.05.010 Time and Place of Meetings
states, "The City Council shall normally meet in regular session at 7:00 p.m. on
the first and third Mondays of each month in the City Hall; provided, that if a
regular Monday session falls on a legal holiday, the Council shall meet in regular
session at the same time and place on the next succeeding business day" and
PMC Section 2.105.240 Holidays identifies the City's observed holidays.
Staff has historically operated with the understanding that the language above
applied to city paid holidays, where City offices are closed. The City Attorney's
office has opined that the term "legal holiday" has a broader meaning.
Therefore, to follow the Time and Place for Council meetings as de tailed in PMC
Section 2.05.010, in consideration of the Juneteenth holiday, the second regular
meeting of the month falls on Tuesday, June 21, 2022.
As a side note, while Juneteenth is a relatively new legal holiday, Columbus Day
(2nd Monday in October) and Inauguration Day (Quadrennial, sometimes a
Monday) are two other holidays which fall into the category of being a legal
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holiday, but not one where City offices are closed. In the future, these holidays
will be likewise considered under PMC Section 2.105.240.
V. DISCUSSION:
Prior to having the benefit of the the aforementioned interpretation, a public
hearing was scheduled and noticed to be conducted on June 20, 2022. Given
the circumstances discusses herein, a Special Meeting has been called to
conduct the business of the City in order to meet the requirements of adopting
the 2023-2028 Transportation Improvement Plan prior to July 1, 2022. As the
regularly scheduled Council meeting falls on the following day, staff
recommends that Council approve the cancellation of the June 21, 2022
meeting.
Page 173 of 175
QUALITY OF LIFE
Promote a high-quality of life through quality programs, services and appropriate investment and re-
investment in community infrastructure including, but not limited to:
• Completion of Transportation System Master Plan and design standard updates to promote greater
neighborhood cohesion in new and re-developed neighborhoods through design elements, e.g.;
connectivity, walkability, aesthetics, sustainability, and community gathering spaces.
• Completion of the Parks, Recreation and Open Space Plan and development of an implementation
strategy to enhance such services equitably across the community. • Completion of the Housing Action and Implementation Plan with a focus on a variety of housing to address
the needs of the growing population.
FINANCIAL SUSTAINABILITY
Enhance the long-term viability, value, and service levels of services and programs, including, but not
limited to:
• Adopting policies and strategic investment standards to assure consistency of long-range planning to include
update of impact fees, area fees to specific infrastructure, and SEPA mitigation measures related to new
development, e.g.; schools, traffic, parks, and fire.
COMMUNITY TRANSPORTATION NETWORK
Promote a highly functional multi-modal transportation system including, but not limited to:
• Application of the adopted Transportation System Master Plan including development of policies, regulations,
programs, and projects that provide for greater connectivity, strategic investment, mobility, multi -modal
systems, accessibility, efficiency, and safety.
COMMUNITY SAFETY
Promote proactive approaches for the strategic investment of infrastructure, staffing, and equipment
including, but not limited to:
• Adoption and develop implementation strategies for Comprehensive Fire Master Plan aimed at maintaining the
current Washington State Rating Bureau Class 3 community rating.
• Collaboration with regional partners to influence strategies to reduce incidences of homeless by leveraging
existing resources such as the newly implemented 0.1% mental health sales tax, use of resource navigator
programs, and other efforts. • Development of an implementation strategy for the Comprehensive Police Master Plan to support future service
levels of the department to assure sustainability, public safety, officer safety, crime control, and compliance
with legislative mandates.
ECONOMIC VITALITY
Promote and encourage economic vitality including, but not limited to:
• Implementation of the Comprehensive Land Use Plan through related actions including zoning code changes,
phased sign code update, and development regulations and standards.
• Completion of Area Master Plans and environmental analysis complementing the Comprehensive Land Use
Plan such as Downtown and Broadmoor Master Plans.
• Development of an Economic Development Plan, including revitalization efforts.
COMMUNITY IDENTITY
Identify opportunities to enhance community identity, cohesion, and image including, but not limited to:
• Development of a Community Engagement Plan to evaluate strategies, technologies, and other opportunities
to further inclusivity, community engagement, and inter-agency and constituent coordination efforts.
• Support of the Arts and Culture Commission in promoting unity and the celebration of diversity through art
and culture programs, recognition of significant events or occurrences, and participation/sponsorship of events
within the community.
Page 174 of 175
CALIDAD DE VIDA
Promover una calidad de vida alta a través de programas de calidad, servicios, inversiones y reinversiones
apropiadas en la infraestructura de la comunidad incluyendo, pero no limitado a:
• Terminar el Plan de Transportación para promover más cohesión entre nuestras vecindades actuales y re-desarrolladas
a través de elementos de diseño, p.ej. conectividad, transitabilidad, sostenibilidad estética, y espacios para reuniones
comunitarias.
• Terminar el Plan de los Parques, la Recreación, y los Espacios Vacíos y el desarrollo de una estrategia de
implementación para mejorar tales servicios justamente a lo largo de la comunidad.
• Terminar el Plan de Acción e Implementación de Viviendas con un enfoque en una variedad de viviendas para tratar las
necesidades del aumento en la población.
SOSTENIBIILIDAD FINANCIERA
Mejorar la viabilidad a largo plazo, el valor, y los niveles de los servicios y los programas, incluyendo, pero no
limitado a:
• Adoptar las políticas y los estándares de inversión estratégica para asegurar consistencia en la planificación a largo
plazo para incluir la actualización de las tarifas de impacto, las tarifas en áreas de infraestructura específica, y las
medidas de mitigación SEPA relacionadas con el nuevo desarrollo, p.ej. escuelas, tráfico, parques, e incendios.
RED DE TRANSPORTACION COMUNITARIA
Promover un sistema de transportación multimodal en alta operación incluyendo, pero no limitado a:
• Aplicar el Plan de Transportación que fue adoptado, incluyendo el desarrollo de las políticas, las reglas, los programas,
y los proyectos que proporcionan más conectividad, inversión estratégica, movilidad, sistemas multimodales,
accesibilidad, eficiencia, y seguridad.
SEGURIDAD COMUNITARIA
Promover métodos proactivos para la inversión estratégica en la infraestructura, el personal, y el equipo
incluyendo, pero no limitado a:
• Adoptar y desarrollar estrategias de implementación para el Plan Comprehensivo para Incendios. Con el propósito de
mantener la clasificación comunitaria actual en la tercera Clase del Departamento de Clasificación del Estado de
Washington.
• Colaborar con socios regionales para influenciar estrategias que reduzcan los incidentes de personas sin hogar al
hacer uso de los recursos actuales como el impuesto de ventas de 0.1% implementado recientemente para la salud
mental, el uso de programas para navegar los recursos, y otros esfuerzos.
• Desarrollar una estrategia de implementación para el Plan Comprehensivo de la Policía para apoyar los niveles futuros
de servicio del departamento para asegurar la sostenibilidad, la seguridad pública, la seguridad de los policías, el
control de crímenes, y el cumplimiento con los mandatos legislativos.
VITALIDAD ECONOMICA
Promover y fomentar vitalidad económica incluyendo, pero no limitado a:
• Implementar el Plan Comprehensivo del Uso de Terreno a través de acciones relacionadas, incluyendo cambios de los
códigos de zonificación, actualización en las etapas de los códigos de las señales, y el desarrollo de las reglas y los
estándares.
• Terminar los Planes de las Áreas y un análisis ambiental el cual complementa al plan integral de uso de la tierra como a
los Planes del Centro y de Broadmoor.
• Desarrollar un Plan de Desarrollo Económico, el cual incluya esfuerzos de revitalización.
IDENTIDAD COMUNITARIA
Identificar oportunidades para mejorar la identidad comunitaria, la cohesión, y la imagen incluyendo, pero no
limitado a:
• Desarrollar un Plan de Participación de la Comunidad para evaluar las estrategias, las tecnologías, y otras
oportunidades para promover la inclusividad, la participación de la comunidad, y los esfuerzos interdepartamentales y de
coordinación de los constituyentes.
• Apoyar a la Comisión de las Artes y Cultura al promover la unidad y la celebración de la diversidad a través de
programas de arte y cultura, reconocer eventos o acontecimientos significantes, y participar/patrocinar eventos dentro
de la comunidad.
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